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Title: Developing global leadership competencies in Japanese multinational manufacturing companies (JMMC) : an action research inquiry
Author: Namigai, Tony Satoshi
ISNI:       0000 0004 7964 2259
Awarding Body: University of Liverpool
Current Institution: University of Liverpool
Date of Award: 2019
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I conducted this research to understand the viability of creating a consulting service for Japanese multinational manufacturing companies to help them develop their global leadership competencies. The context is the need for Japanese multinational companies, especially the manufacturing companies, to regain lost competitiveness. I used a qualitative research method using action research and action learning. A global leadership competency development framework was built based on academic models (Mendenhall and Bird, 2013; Kim and McLean, 2015) selected from a literature review. I adapted the models using data collected from three action research cycles of planning, acting, observing and reflecting involving research participants, the literature and the my practical experience. The three cycles were: 1) literature review and interviews of representatives from three Japanese multinational manufacturing companies (JMMC), 2) facilitation of a learning set with one of the three JMMCs on its leadership development, and 3) discussion with a human resource expert panel on global leadership models and content. Based on the literature review and research participants from three JMMCs I found that there were not many Japanese multinational companies with a leadership development program that was global in terms of consistency and inclusiveness. This initial research showed that a company's global leadership competency development program is likely to be effective only when it is aligned to the company's unique strategy, culture and values. The research also suggested that competencies need to reflect job specific requirements to be practical. I created a global leadership development framework by using these findings. The research result suggests that global leadership competency development services for JMMCs could be a viable consulting business with a combination of assessment tools to consult on identifying required competencies and a structure to guide the development of a program that can define required content. This could also lead into program delivery business including content development. The implication for my practice is that the global leadership development framework can guide the development of assessment tools needed to provide consulting and delivery services of developing global leadership competencies for JMMCs.
Supervisor: Klobas, Jane ; Macpherson, Allan Sponsor: Not available
Qualification Name: Thesis (D.B.A.) Qualification Level: Doctoral