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In Search of the Methodology for Developing Global Human Resources Management2014.01.07
Global Human Resource Development
Professor Hirohisa Nagai, Faculty of Business Science
13 (3 faculty members, no postdoctoral fellows, 10 from other organizations)
global leadership, metacognitive learning, competency, human resource development, international business management
As managers who can respond to the constantly changing international business management society is demanded, global leaders with borderless competencies has been attracting attention around the world. As people with varying cultural backgrounds from different countries work in global business settings, global leaders are required to possess analysis, communication, presentation, and many other high level of skills. Through the activities with an international research network of overseas researchers from eleven countries, our research unit: “Global Human Resource Development”, focuses on the mechanism of learning in sessions participated in by global leaders and factors required to support them.
Mechanism to facilitate appropriate actions based on experiences when people face problems.
There are different types of competency to identify problems, develop solution plans, implement the plans, and learning from the experiences. These competencies allow people to unconsciously reflect on the results, which will help them to act appropriately to the problems. People then pay attention to the following questions: “What is the problem?” and “What options are available?” intuitively. Even if they faced the problem that has never been encountered, they will gradually be able to take appropriate and effective actions by consciously utilizing the above-mentioned cycle intentionally, based on their experiences and available information. This is the concept of metacognition (Figure 1). Metacognition allows people to recognize what to do in a new workplace and make decisions in each situation based on past experiences. Our team conducts research on global leadership with a focus on metacognition.
For the development of training methods that teach people how to learn
People with overseas experience and who have come back to Japan after learning in foreign business schools are expected to play important roles as human resources with a global point of view. With the collection of data on more than 900 global leaders from twelve countries, our research unit focuses on “action learning”, in which problems are addressed by student teams, rather than lectures, based on a model for learning global leadership competency (Figure 2).
● IIBC Global Forum for Human Resource Development (co-organized with the Institute for International Business Communication)
● Development of a computer simulation system: “Simulation for the Assessment of Global Leadership/Competency”
● Program adopted by 2013 “Tokimeki (Exciting) Science” (Japan Society for the Promotion of Science) as a “Program for high-school students to nurture next-generation global leaders / For future international careers”
(Interviewed on May 10, 2013)