000			02632naa a2200205uu 4500
001			0052615442041
003			OSt
005			20190211172006.0
008			100526s2009 xx ||||gr |0|| 0 eng d
100	1		_aLI, Hsi Chang _940557
245	1	0	_aConfucius Institutes : _bdistributed leadership and knowledge sharing in a worldwide network
260			_aBingley, UK : _bEmerald, _c2009
520	3		_aPurpose – The purpose of this paper is to focus on Confucius Institutes and assess the applicability of theories of leadership and knowledge sharing to multinational organizations and worldwide networks. Growth of multinational trade and decrease in international tension have facilitated the globalization of both profit-seeking and non-profit organizations. Changes in economic and political environment have also blurred the divide in management practices between these organizations. Design/methodology/approach – The research applies recent theoretical developments to analyze leadership and knowledge sharing of the highly successful Confucius Institutes. Operational similarities and differences between this global learning organization and multinational businesses are evaluated. Findings – Many similarities exist between the operations of the Confucius Institutes and multinational businesses. For both, strategic goals are achieved through the promotion of global expansion and the management practices of distributed leadership and knowledge sharing. The study makes clear the successful application of distributed leadership to a worldwide network. The Confucius Institutes reflect the cultural and social changes in China, combined with influences of global cultures. Findings suggest that distributed leadership is a suitable management style for coping with variant cultural and socio-political conditions globally. This leadership style, combined with a knowledge-sharing network, is also suitable for the situational variables encountered in making thousands of decisions across hundreds of global locations by both learning institutions and business organizations. Originality/value – The paper explores a relatively new area of the similarities and differences between global non-profit and business networks as learning organizations. The study is of value to both those managing and those studying such organizations.
700	1		_aMIRMIRANI, Sam _940558
700	1		_aILACQUA, Joseph A. _940559
773	0	8	_tThe Learning Organization _g16, 6, p. 469-482 _dBingley, UK : Emerald, 2009 _xISSN 09696474 _w
942			_cS
998			_a20100526 _b1544^b _cJaqueline
998			_a20100607 _b1010^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c33567 _d33567
041			_aeng