EDEV_506 Week 1_8

Thank you for the graphic and the introduction of Ghemwat’s (2011) work. It is instrumental in adding some critical depth to this conversation. I believe that a productive conversation cannot happen if buzzwords are bandied around without any critical analysis. The second of Johansen’s (2009) new leadership skills is clarity. Without clear knowledge, we are muddled and fuzzy; and this surely cannot result in strong leadership. Your graphic allows some critical discussion of the term ‘globalisation’.

I could only access chapter 3 of Ghemwat’s book today, but in there he discusses the difficulty of cross-border transaction. Using the notion of ‘home bias’, i.e. the degree to which a country prefers trading inside its borders or outside, Ghemwat notes that some German states’ interstate trade is five times higher than their cross-border trade. Portugal’s is fifteen times higher, but Japan’s is 150 (Ghemawat, 2011, p. 44). Of course, Japan being an archipelago, the isolation is understandable. However, the overuse of the term ‘globalisation’ by executives is clearly demonstrated by the chart and is hinted at in the case of Japan by the trade figures. Earlier, I posted some figures about globalisation in Japan’s HEIs that echo the sentiment that globalisation is a disputed term.

You end with an intriguing question. I’d like to turn that around a bit and ask what would happen to Japan’s HEIs if authenticglobalisation actually started at all?

Jim

Ghemawat, P. (2011). World 3.0: global prosperity and how to achieve it. Boston, CA: Harvard Business Review Press.

Johansen, B. (2009). Leaders Make the Future: Ten New Leadership Skills for an Uncertain World. San Francisco: Berrett-Koehler Publishers.

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About theCaledonian

Scot living in north Japan teaching at a private university.
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