In International Multi-Unit Leadership, Chris Edger builds on his earlier Effective Multi-Unit Leadership. First - showcasing up-to-date, contemporaneous case studies of market-leading international organisations - the book takes a cross-border perspective on leading from the middle in international subsidiaries that are committing significant capital to land-based multi-unit infrastructures. Secondly, it captures the zeitgeist of internationalizing hospitality, retail, service and leisure organizations facing challenges in relation to multi-channel/smart technology spread, divergent national cultures and emergent, imitative local competition. Thirdly, it addresses the conundrum that most subsidiary multi-unit leaders (regional, area and district managers) face, generating commitment amongst their unit managers and team members, whilst coping with their firm’s country of origin-based control and change agendas. Continuing the themes that emerged in his earlier book, particularly around how multi-unit leaders (MULs) and directors are expected to expedite a number of competing and contradictory functions, the author finds that in subsidiary-based international situations, complexity and ambiguity escalates due to 'distance decay' and the level of internal and external contextual turbulence. Based on exemplary case studies, the author examines how high-performance MULs manage paradox and ambiguity within an international context and how organizations can deliver local effectiveness within a strategic framework determined by a policy-making centre hundreds or thousands of miles away. The research and case studies in this book will appeal to managers within international multi-unit enterprises, service directors wishing to train and coach others, students on any of the increasing number of multi-unit management programmes being run in business schools, and academics with an interest in internationalizing service-based enterprises.
’This book gives a comprehensive and insightful view of the challenges and opportunities that Multi-Unit Enterprises face when considering how to align local and global talent strategies to fast growing and culturally diverse business opportunities. The fusion and deployment of local multi-site leadership talent with expatriate colleagues is a fascinating challenge that requires constant adaptation in pursuit of positive employee engagement and enduring customer satisfaction. Chris Edger has crafted a thought provoking book that reveals the many facets of international multi-site risk: cultural, political, environmental, business and psychological in today’s dynamic glocal� environment.’ James Hyde, Senior Client Partner, Korn Ferry International ’When the student is ready the teacher will appear.� This book fills a much needed gap in understanding the complex and ambiguous nature of successfully establishing leaders in international multi-site operations. As an expat CEO I have found this book a welcome addition to Effective Multi-unit Leadership. It does an excellent job of understanding idiosyncratic cultural features while providing proven frame works researched by Professor Edger in admired companies around the world.’ Kevin Todd, President and CEO of Rosinter Restaurants, Russia, CIS, Hungary, Poland and the Czech Republic ’Discussing multi-unit leadership strategies in host countries - through analysing the essential knowledge and skills required from business leaders in local operations - this book sheds light on one of the main ingredients of contemporary internationalising retail success. As such this book is notable for its pedagogical and research uniqueness and contributions!’ Lisa Qixun Siebers, Nottingham Business School , UK and author of Retail Internationalisation in China ’Both intriguing and refreshing! A book full of grown-up thinking recognising the absolute requirement for great local leadership to support inter