J. Stewart Black Books

Helps executives, managers, and human resource professionals leverage each international assignment into a tool for competitive advantage. Looks beyond the simple logistics of setting up global programs to discuss such issues as how to balance family concerns with the demands of overseas assignments. Includes ground-breaking research on the repatriation of employees returning to Japan, the United States, and Finland. Turn every international assignment to your competitive advantage. This book looks beyond the simple logistics of setting up global programs to explore such issues as how to balance family concerns with the demands of oversees assignments, and explores the repatriation of employees returning home.

In this age of globalization challenges--from economic uncertainty to emerging markets--there are no mapped out answers for the international manager. Global Explorers guides the global manager from the periphery to the center stage of international business leadership. In a 1997 survey of Fortune 500 firms conducted by authors J. Stewart Black, Allen J. Morrison and Hal B. Gregersen, virtually all companies indicated there was a severe shortage of global leaders. The demand for competent global leaders far outstrips the supply. Global Explorers provides the skills and outlines the competencies future global managers need to fill the leadership gap. Using extensive research, real-life examples, and 130 in-depth interviews with senior executives representing 50 global companies, including IBM, Disney, Exxon and Sony, Global Explorers suggests the reasons for the global leadership shortage, and identifies the necessary skills to compete in the international marketplace.For managers who want to safeguard their corporate future in these changing times, Global Explorers will help them develop a personal program for developing and balancing the skills they need to become successful global leaders.

“PROVOCATIVE, PRACTICAL, POWERFUL!” –Stephen R. Covey. This book serves as an excellent roadmap for executives aiming to lead strategic change, emphasizing the crucial role of individuals in the process. It challenges the myth that organizations change through structural adjustments, instead highlighting that real transformation begins with changing people’s mental maps. The authors provide practical tools to navigate the complexities of modern leadership, focusing on the human experience of change. By addressing the barriers to change—failure to see, move, and finish—they offer insights into overcoming these obstacles effectively. Readers will discover how to create inspiring paths for sustainable change and anticipate future needs without waiting for crises. The text encourages leaders to rethink their approach, emphasizing that successful change is rooted in personal transformation. With updated techniques, case studies, and guidance for leading in global contexts, this book equips leaders with the strategies necessary to foster lasting change. It’s a significant contribution to the field of organizational change, urging leaders to explore their own mental maps and assess their ability to enact meaningful transformation. Ultimately, it underscores that to change an organization, one must first change the individual.

Of organizations that seek strategic change, 70% fail. In Leading Strategic Change,now in paperback, leading consultants J. Stewart Black and Hal B. Gregersen examine the core organizations fail to change because individuals fail to change. Black and Gregersen identify the "brain barriers" that keep strategic change from success--failure to see, failure to move, and failure to finish--and offer a start-to-finish strategy for helping others change how they view their goals and the steps they must take to achieve them. This book systematically shows you how to implement the single change that makes all the others redirecting individuals' ideas and expectations to be aligned with the new direction of the company.

This book is different from most in that it offers a comprehensive and balanced presentation of strategic management and organizational behavior concepts. It is all about bringing together the micro skills of people management with the macro skills of running a business. Strategy is often portrayed as the province of top-level managers only—the reality is that practicing managers need to know the strategy both in order to address the current challenges they face and to exploit the future opportunities they identify; it is not an either/or choice. The unique but interdependent specialties of the three co-authors not only help to balance the treatment of strategic management and organizational behavior across the chapters but also to integrate these concepts within chapters. Chapter titles Managing Change, Evaluating the External Environment, Ethics and Social Responsibility, Strategic Management, Organizational Structure and Design, Planning, Decision Making, Communication and Negotiation, Managing Human Resources, and Organizational Development and Transformation. For anyone in a professional business environment, preparing for a position in management.