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The role of training in developing global leaders: A case study at TRW Inc.
Author(s) -
Neary D. Bradford,
O'Grady Don A.
Publication year - 2000
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/1099-050x(200022/23)39:2/3<185::aid-hrm8>3.0.co;2-m
Subject(s) - global leadership , management , human resources , political science , dynamic capabilities , public relations , knowledge management , computer science , economics
Abstract One of the first tools human resource managers turn to in meeting the challenge of developing global leaders is formal executive development. TRW, a leading company in automotive, aerospace, and information systems, provides an interesting case study of how a U.S.‐based organization has dealt with the challenges of globalizing top managers. In 1996, TRW launched its global leadership program by combining U.S.‐based classroom teaching with real life learning experiences from often uncomfortable locations around the world. This article reviews TRW's experience with this program and offers important insights for others contemplating designing and delivering a systematic global leadership development program. © 2000 John Wiley & Sons, Inc.