Date

12-2018

Department

Graduate School of Business

Degree

Doctor of Business Administration (DBA)

Chair

Kimberly Johnson

Keywords

Leadership, Management, Strategy, Emergence, International Business

Disciplines

Business

Abstract

Stadler, Mayer, and Hautz (2015) believed that most global companies did not possess the right management capabilities to make overseas movement profitable. Businesses must manage a bevy of internal and external organizational and process interdependencies to achieve success globally (Dynes, 2008), and these organizational processes have become increasingly more complex and adaptive (Anderson, 1999; McKelvey, 2001; Stacey, 1992; Wheatley, 1999). Today’s business leaders still develop reductionist solutions to solve complex problems despite this type of thinking's practical limitations (Menkes, 2011). Comstock (2016) foresaw emergent management as a necessity in the current era, which requires organizations to unify around information flows and empowered individuals. As globalization intensifies the demand for international operations and global partnerships, business leaders must confront an evolving leadership paradigm (Baumgartner & Korhonen, 2010; Menkes, 2011). For organizations to survive amidst the rapid connectivity and complexity that defines today’s global business environment, they need to balance their traditional, planned, structural change methods with the unpredictability and emergence of new approaches (Livne-Tarandach & Bartunek, 2009).

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