Act them into a new way of thinking: Multiple stakeholder perspectives on developing international and cultural leadership (ICL) through experiential learning

Abstract

It is well documented that most companies have multiple international connections with investors, suppliers or customers (Rosen, Digh, Singer, & Phillips 2000; Stohl, 2001; Gupta & House, 2004). In European and Australasian companies there are likely to be at least six international relationships in 75% of companies, a figure somewhat higher than in North America (Rosen et al., 2000). Organisations are challenged by the consequent increase in cultural complexity (Spreitzer, McCall, & Mahoney, 1997; House, Hanges, Javidan, Dorfman, & Gupta, 2004) and employers are unsurprisingly calling for greater understanding of cross cultural issues (Mak, Barker, Logan, & Millman, 1999) and how best to manage culturally diverse workforces (Ledwith & Seymour, 2001).

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