This study describes the lived experiences of 20 global managers. The purpose of this study was to better understand how global managers learn to manage across multiple countries and cultures. The academic literature regarding global management is well developed in the areas of globalization and global manager competencies, but there is a gap in the literature devoted to understanding how global managers learn to perform the role. This study is intended to contribute to the helping better understand how global managers learn. This was a qualitative study using a phenomenological design as described by Moustakas (1994). The researcher conducted telephone interviews with the 20 participants. The interviews were recorded and transcribed. The analysis of the transcripts revealed six major themes describing how these global managers learned what was different about the global manager role, and how they learned to perform the role. Recommendations for future research were proposed exploring how mentors and executive coaches may accelerate the learning for global managers.
|Subjects||Management; Business education|
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