CHAPTER 4Experience—Cosmopolitanism and Managerial Effectiveness in a Global Context

In this chapter we turn our focus toward one group of people who we believe have the skills needed to succeed in leadership positions of high global complexity. “Even in this day and age and even with Fortune 500 companies, it is difficult to convince recruiting departments and managers of the benefit of hiring a student with multicultural sensitivity, who is bilingual, who has international exposure and a real knowledge of international business over a person with a (traditional) MBA” (Feldman & Tompson, 1992, p. 345). Such people might be called cosmopolitans. In the following pages we define cosmopolitans, discuss what the literature says about them, and ...

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