Prizes & Awards
2023 The Case Centre Best-selling Case in the Category 'Human Resource Management / Organisational Behaviour'
2023 The Case Centre Best-selling Classic Case in the Category 'Human Resource Management / Organisational Behaviour'
2022 The Case Centre Best-selling Classic Case in the Category 'Human Resource Management / Organisational Behaviour'
2021 The Case Centre Best-selling Classic Case in the Category 'Human Resource Management / Organisational Behaviour'
2021 The Case Centre Best-selling Case in the Category 'Human Resource Management / Organisational Behaviour'
2020 The Case Centre Best-selling Classic Case in the Category 'Human Resource Management / Organisational Behaviour'
2020 The Case Centre Best-selling Case in the Category 'Human Resource Management / Organisational Behaviour'
2019 The Case Centre Best-selling Case in the Category 'Human Resource Management / Organisational Behaviour'
2018 The Case Centre Best-selling Case in the Category 'Human Resource Management / Organisational Behaviour'
2017 The Case Centre Best-selling Case in the Category 'Human Resource Management / Organisational Behaviour'
2016 The Case Centre Best-selling Case in the Category 'Human Resource Management / Organisational Behaviour'
2015 The Case Centre Best-selling Case in the Category 'Human Resource Management / Organisational Behaviour'
2014 The Case Centre Best-selling Case in the Category 'Human Resource Management / Organisational Behaviour'
2013 The Case Centre Best-selling Case in the Category 'Human Resource Management / Organisational Behaviour'
2012 The Case Centre Best-selling Case in the Category 'Human Resource Management / Organisational Behaviour'
2011 The Case Centre Best-selling Case in the Category 'Human Resource Management / Organisational Behaviour'
Winner of the Case Centre Awards and Competitions 2010 in the Category 'Human Resource Management / Organisational Behaviour'
A French executive with Michelin is expatriated from Clermont-Ferrand to South Carolina. Initially confident in his leadership skills, the protagonist learns quickly that many aspects of leading a team are quite different in the American environment. Although he ultimately succeeds, Chalon initially struggles to understand the different culture in which he is working and adapt his style accordingly.
1. Help participants of any nationality understand the complexity of leading in a multi-cultural environment. 2. Establish that ideas about key leadership elements such as providing constructive feedback and motivating employees may vary dramatically from one cultural environment to another. 3. Identify and develop strategies for maximising success when leading in a cross-cultural environment.
- Cross-cultural
- Intercultural/Inter-cultural
- Multicultural/ Multi-cultural
- Performance Feedback
- National Culture
- Leadership
- Global Leadership
- International Human Resources
- RD0109
- AR0809
- AR2009
