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International MultiUnit Leadership: Developing Local Leaders in International MultiSite Operations,Used
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In International MultiUnit Leadership, Chris Edger builds on his earlier Effective MultiUnit Leadership. First showcasing uptodate, contemporaneous case studies of marketleading international organisations the book takes a crossborder perspective on leading from the middle in international subsidiaries that are committing significant capital to landbased multiunit infrastructures. Secondly, it captures the zeitgeist of internationalizing hospitality, retail, service and leisure organizations facing challenges in relation to multichannel/smart technology spread, divergent national cultures and emergent, imitative local competition. Thirdly, it addresses the conundrum that most subsidiary multiunit leaders (regional, area and district managers) face, generating commitment amongst their unit managers and team members, whilst coping with their firms country of originbased control and change agendas. Continuing the themes that emerged in his earlier book, particularly around how multiunit leaders (MULs) and directors are expected to expedite a number of competing and contradictory functions, the author finds that in subsidiarybased international situations, complexity and ambiguity escalates due to 'distance decay' and the level of internal and external contextual turbulence. Based on exemplary case studies, the author examines how highperformance MULs manage paradox and ambiguity within an international context and how organizations can deliver local effectiveness within a strategic framework determined by a policymaking centre hundreds or thousands of miles away. The research and case studies in this book will appeal to managers within international multiunit enterprises, service directors wishing to train and coach others, students on any of the increasing number of multiunit management programmes being run in business schools, and academics with an interest in internationalizing servicebased enterprises.
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