Understanding the Difference Between Whine and Wine

The words whine and wine are homophones: they sound alike but have different meanings. Definitions The verb whine means to make a high-pitched noise or to complain or beg in a childish way. The noun whine refers to the act of whining or to a complaint uttered in a whining tone. The noun wine refers to the fermented juice of grapes (or other fruits), used as an alcoholic beverage and in cooking. Examples The woman would yowl at him for not cutting enough wood for her stove and would whine about the pain in her back.(Flannery OConnor, The Crop, 1946. The Complete Stories. Farrar, Straus and Giroux, 1971)On his control panel, the tiny bulbs  grew brighter, straining under a surge of power.  The room lights flared, bathing the shack in a bright, naked glow The incessant alarms were drowned out by  the whine of the  engines now. It  all happened in seconds.(Abrahm Lustgarten,  Run to Failure: BP and the Making of the Deepwater Horizon Disaster.  Norton, 2012)For their first date, she once told me, my father changed into rough pants and a T-shirt, crammed a loaf of bread and a jug of wine into his rucksack, and took my mother on a hike up Bells Canyon.(Tom Matthews, Our Fathers War. Broadway Books,  2005)Crazy Sunday again. Joel  slept until eleven, then he read a newspaper to catch up with the past week. He lunched in his room on trout, avocado salad and a pint of Calif ornia wine.(F. Scott Fitzgerald, Crazy Sunday. The American Mercury, 1933)There were bright rugs on the oiled floor, tasteful religious paintings in ornate  frames, camelback sofas  upholstered in wine-colored velvet, and silver everywhere, twinkling in the late afternoon light sliding through the small curtained windows.(Loren D. Estleman, City of Widows. Tor Books, 1994) Idiom Alert Wine and DineThe expression to wine and dine (someone) means to entertain someone in a lavish manner or to treat someone to a costly meal.What was wonderful was that they seemed  to energize each other.  He  wined and dined  her in the expensive, three- and four-star restaurants that made up his culinary universe. She introduced him to the other New York, the one with hundreds of fabulous places to eat that didnt require frou-frou clothes, major jewelry and a trust fund.(Doris Mortman, Before and Again. St. Martins Press, 2003) Practice (a) In the dark, he listened behind a sheltering yew hedge. . . .  A chilly wind moving through the yew leaves like water, the  steady _____  of the all-clear signal, the dim, distant barking of dogs, but no human sounds, no loud footfalls to indicate a strangers approach.(Paul Griner, The German Woman.  Houghton Mifflin Harcourt, 2009) (b)  They sat  and  sipped the _____  while they waited for their food to arrive. Answers to Practice Exercises Answers to Practice Exercises: Whine and Wine (a) In the dark, he listened behind a sheltering yew hedge. . . .  A chilly wind moving through the yew leaves like water, the  steady whine of the all-clear signal, the dim, distant barking of dogs, but no human sounds, no loud footfalls to indicate a strangers approach.(Paul Griner,  The German Woman.  Houghton Mifflin Harcourt, 2009)(b)  They sat  and  sipped the wine while they waited for their food to arrive.

My Daughter Zoey and My Parenting Style - 657 Words

At age 4, Zoey was generally cooperative, avoided getting distracted, and stayed on task. This is typical at her age because between the ages of 4 and 7, children can focus more and not get distracted as easily because of myelination. (pg. 255) At age 8, a psychologist examined her and Zoey was very focused and maintained concentration throughout the IQ and achievement testing. This is typical at her age. At age 3, Zoeys fantasy play has gotten more and more elaborate. Sometimes I overhear her repeating something I said days before almost word for word. Typical (pg. 280) At age 8, Zoey is mostly content with the role of big sister, and plays with our other daughter Sophia quite a bit in the back or front yard. Its usually some elaborate fantasy game or construction project. Typical At age 4, I noticed Zoey is getting rigid about gender roles. For example, boys should not play with dolls or dress up, and girls cant be firefighters or police officers. She is at level 0. This is typical. At age 10, Zoey has some girlfriends that come over from time to time. I noticed that most of her friends tend to be somewhat tomboyish and two of the girls have older brothers. Zoey enjoys playing sports with the brothers, and sometimes Zoey will also play sports with some of the boys on the block. She is at level 1. (pg. 422) The examples above show social development because at age 4 she was egocentric and didn’t understand gender roles. As she got older, she became a tomboy and grewShow MoreRelatedSuddenly Teens Pregnancy Is Cool?3668 Words   |  15 PagesLynne Spears. She got over the shock in a week, and then Jamie Lynn, ever conscientious, notified the press that she would be having, keeping and raising the baby with her mama in Louisiana. Im just trying to do the right thing, said the star of Zoey 101. Only a few days earlier, the film Juno had been released to instant and unanimous applause from such diverse sources as The New Yorker, Christianity Today and Film Freak Central. Suddenly the heroine of a hit movie — a comedy no less — could

Innovation Report Free Essays

INNOVATION REPORT ON DABUR CHYAWANPRASH GROUP MEMBERS LAVANIA SAJEED KHAN MUGWANEZA ELYSEE CONTENTS OExecutive summary OIntroduction OInnovation:  §Innovation model  §Dabur as an innovative product  §Market pull OProduct features OConclusion OReference EXECUTIVE SUMMARY: Dabur India Limited is the primary market influential in FMCG products. Many initiatives were taken by the company which includes reduction in price, reducing the impact on environment, introduction of a new product and improvement of quality which is making them a leader in the market. Dabur has positioned its products in the ‘natural health’ category. We will write a custom essay sample on Innovation Report or any similar topic only for you Order Now To meet the fitness and individual grooming wishes of their customers with secure, effective and ordinary solutions, Dabur India Ltd has synthesized a profound information of Ayurveda and herbs with modern science. Dabur India Limited is the 4th largest FMCG Company in India with revenues of Rs. 4110 crores and is ranked among the top 50 OTC(Over-the-Counter) Companies in the world. We see the diversification and expansion in their product segments under various brand names. It is trusted worldwide and is the world’s foremost Natural Health Care and Ayurvedic Company. Dabur has been in the front position by establishing an alternate way of living by going beyond national boundaries and hence they are marketing their products in many countries outside India. Combining luxury, nutrition and wellness, the â€Å"nutraceutical market† is growing at a faster pace. Chyawanprash is made by using various herbs and is one of the products of Dabur India Ltd which is in great demand in the market. Herbal supplements were gaining popularity as preventive supplements. Thus, the concept of preventive care coupled with the rising use of herbals was a major reason for the relatively rapid growth of herbal medicines over allopathic drugs. Another major segment where herbal products outperformed allopathic drugs was in the segment of ‘lifestyle disorders’. The increase in lifestyle disorders like diabetes,joint pain,stress caused individuals to consider herbal medicines, as these diseases were lifetime problems and using herbals in conjunction with allopathic products would reduce the allopathic dosage and thereby reduce the incidence of side effects. A shift from prescribed medication to self-medication was a significant shift. As prescription products proved to be expensive, consumers started buying OTC products. Shlomo Maital, D. V. R. Seshadri,2007 Many products including Dabur Chyawanprash started appearing in OTC form,hence these products benefitted. Hence the product’s innovation is in using herbal supplements and dominating the market segment over other allopathic medicines. It has identified its market segments by implementing the market pull strategy and thereby produces the products according to the changing needs and preferences of the consumers. Example: Chyawanprash which is for adults and Chyawanprash Junior which is for children. Chyawanprash Junior has various nutrients required for growing children and is present in different flavours to attract that segment of the society. It typically uses product innovation where the company comes up with innovative value added features like being sugar free to its existing product category to increase the demand and therefore to occupy the Number 1 position in the market. INTRODUCTION: Driven by a vision to bring Ayurveda to society in a contemporary form, Dr. Burman founded the Dabur India Limited in 1884 by targeting to a large number of people who didn’t have access to proper cure; hence he came up with the idea of Ayurvedic medicines to treat people in a natural way. His rigorous hardwork made the company grow from a small Ayurvedic pharmacy, to a well-established company which is a global leader in the market. Dabur India Ltd has effectively changed its position from being a small business to an efficiently managed venture. Their continuous innovation is the secret to their success and Dabur India Ltd retains the focus on quality and has an ISO 9002 certification. It has three major strategic business units (SBU’s) which includes Consumer care division, Health care division and International business division. VARIOUS PRODUCT INNOVATIONS OF DABUR: Launched Chyawanprash in tin pack-The ancient curative was in a packaged form and it dominated the market by being the wide seller with a huge market share. Entered Oral Care segment- Introduced a herbal toothpowder which was called Lal Dant Manjan. It was well-packed and was made available to the masses at affordable prices. Launched Hajmola tablet- Used to control indigestion and became popular world wide and thereby came up with Hajmola tablets which are of different flavours.. Became successful by coming up with Real Fruit Juice- Real Fruit Juice was very much successful throughout India and hence accounted for majority of the company’s share. First-ever online shopping portal – First-ever online shopping portal www. daburuveda. com[-0] came into existence. Nutrigo-A new range of health supplements. WHY CHYAWANPRASH? -It is an authentic ayurvedic product,hence they do not make use of any chemicals. -No side effects. -Superior in quality. -Improves immune power and stamina. -Has a huge market share. INNOVATION The practical refinement and development of an original invention into a usable technique or product; or a process in which creativity is applied to every facet of an organization’s value chain, from beginning to end, to develop new and better ways of creating value for customers. Shlomo Maital and D. V. R. Seshadri. Chyawanprash is an example of Product Innovation: The development of new and improved product is called product innovation, so it is definitely a product innovation because it came up with new products which are first of its kind in the market with better product attributes. DABUR AS AN INNOVATIVE PRODUCT By expanding their presence through smart innovations, managing costs efficiently and getting consumer insig hts, the company takes into consideration these opportunities very seriously to stay ahead in the market. Chyawanprash is a very good example of product innovation because the original flavor of the product was the first of its kind and shook the existing market with its innovative idea and superior quality. â€Å"Innovation is becoming increasingly important in attaining and maintaining competitive advantage†. ShlomoMaital,D. V. R. Seshadri After it established a position for itself in the market, they came up with two different flavors like Mango and Orange. Chyawanprash targeted for children were known as ‘Chyawanprash Junior’ with yummy chocolate flavours that children would like and has all the nutrients that a growing child may require apart from the child’s normal diet. Another product which was launched in the market was called Chyawanprash sugar free. As Dabur Ltd came up with new innovations, it was able to cater to the needs of various segments of the society and age group in terms of product attributes, affordable price and variety in flavours. MARKET PULL : It is a strategy where the needs of the consumers are satisfied and one of the main motive of this strategy is to make profits. Since majority of the people these days are prone to various diseases due to unhealthy eating habits, the company adopted various techniques for manufacturing the product. Chyawanprash is sometimes given as a prescribed medicine by Doctors which boosts the energy levels and strengthens the immune system of the body. Hence it uses the market pull approach where it identifies the need in the market and manufactures its products accordingly. Understanding that a majority of the people have become health-conscious, age-old traditional practices are blended with science in making the product, thereby ensuring that there are no side-effects. Research was done and it was found that children are not really health-conscious and hence their main target segment was people above 30years of age. The RD found out that small kids did not eat Chyawanprash until and unless they were given by force by their parents, hence they came up with fruit-flavoured Chyawanprash exclusively for children which were first of its kind in the market. INNOVATION MODEL ADOPTED BY DABUR CHYAWANPRASH: SIMULTANEOUS COUPLING MODEL Continuous innovation can be attributed to the company’s success. After Chyawanprash became the leader in the market, the company’s continuous RD activities have helped in identifying the changing preferences and tastes of the consumers based on the demographic details of the consumer. Research was done and it was found that people belonging to the age group 13-30 were not really health-conscious and hence they strategically divided their target segments into two groups and manufactured products to suit the needs of both these segments. 1. Dabur Chyawanprash Junior for children was made of various yummy flavors like Chocolate,Orange and Mango. 2. Dabur Chyawanprash for people above 30. It is very good for health as it contains anti-oxidants and hence it is a health supplement for people belonging to various age groups. GROWTH OF THE COMPANY IN OTHER COUNTRIES: Because of the brand loyalty that has been built over a long period of time, the company has crossed the Indian boundaries and has established a foot-hold in places outside India. Dabur’s overseas product portfolio is specially made to suit the needs and aspirations of the consumers in the international markets spreading through the Middle East, North Africa, West Africa, Europe and South Asia. Dabur has a number of manufacturing facilities in International business as well. The company has its manufacturing facilities spread across the Asia Africa with 8 being in India and 5 outside India. The company has a world-wide recognition. Dabur is on the verge of becoming a global market leader. PRODUCT FEATURES:  ·Made by using the age old approach of Ayurveda.  ·Healthy and prescribed by Doctors.  ·Available in different flavours.  ·Protects from day to day ailments like cough and cold to ‘lifestyle disorders’. It is very good for health and hence recommended to all age groups because it contains anti-oxidants which helps to fight against diseases. CONCLUSION: There is considerable increase in the sales of the company which means there is greater demand for the products in the market. Dabur has come up with various innovative products under various brand names for different product categories like food products, Health care products etc. Dabur Chyawanprash contributes for the company’s majority of the market share. Dabur with its various product features is in the fore-front and is able to keep customers loyal to their brand. Its vision of being in the forefront in the healthcare sector by providing remedies and care from ‘head to heel’ is now becoming a reality. Since the costs are affordable, people belonging to the lower strata of the society have started consuming Chyawanprash because of its added advantage. REFERENCES: http://www. dabur. com/About%20Dabur www. thehindubusinessline. in[-1] http://www. dabur. com/en/Investors1/Annual_reports/2010-11/Dabur-Annual-Report-2010-11. pdf http://www. dabur. com/Chyawan%20Junior [-0] – http://www. daburuveda. com [-1] – http://www. thehindubusinessline. in How to cite Innovation Report, Papers

Cultural Diversity and Organizational Commitment †MyAssignmenthelp

Question: Discuss about the Cultural Diversity and Organizational Commitment. Answer: Introduction The global teams are located in diverse geographical locations owing to the needs of the modern business (Nordbck and Espinosa 2015). In order to succeed in this competitive world, the organizations are increasingly opting for international business expansions. This requires them to set up offices at different parts of the world for greater business success. However, the managers of the cross-border teams often face difficulties in managing the global teams. They often find it difficult to manage the disperse teams. The managers of the multinational firms realize that there are a wide number of issues that they face during the management of the cross-cultural teams. This paper would analyze the different challenges of managing global teams and explore the various aspects of this topic. The objective of this project would be to understand the aspect of difficulties faced by multinational companies when they have to manage overseas team (Gibson et al. 2014). This project would strive to explore the concerns of the multinational managers in their day to day functioning of the business. The aims of the project are to understand the conceptual framework of different issues faced in a multi-cultural team. The different aspects of the cross-cultural teams need to be understood. The various kind of the management practices in global teams need to be understood in order to understand the different challenges. This project also aims to identify the different challenges that are being faced by the global teams which prevent them from achieving operational excellence. The scope of the project considers the offices of the multinational companies which are located in diverse geographical locations. The companies are located in diverse areas and they are separated from each other by national borders. The teams that are located in the same time zones, country and same locations are outside the project scope. As opined by Luo and Shenkar (2017), there are a variety of organizational mechanisms that the multinational corporations used to integrate their dispersed operations in a global marketplace. The competitive ability of the organization depends on the effective utilization of the critical resources of the organization. It is a difficult task to manage a team with individuals belonging from different nationalities and working in diverse functions, business entities and cultures (Nordbck and Espinosa 2015). The basic purpose of a culturally diverse team is to act in coordination so that their overall organizational; mission is fulfilled. Chou and Liao (2017) argue that it is not possible for the global firms to exploit different economies of scale and ensure maximum transfer of knowledge in a global scenario. It is important that the global managers grasp the different obstacles that are needed to be successful in the global teams (Nordbck and Espinosa 2015). According to Dunning (2014), the global teams and their supervisors need to formulate judicious strategic measures so that the level of challenges is being reduced considerably (Nordbck and Espinosa 2015). The virtual teams operate in a challenging environment in which there are short durations of interaction in which they are supposed to handle difficult tasks (Gibbs and Boyraz 2015). The establishment of the virtual teams requires excellent leadership, team training, easy access to technology and understanding of different time zones, cultures and languages. It is also important to implement open lines of communication in which the team members are motivated for team success (Chou and Liao 2017). It is possible to achieve organizational success of virtual teams if the managers are well aware of the different challenges and how to handle them well. The managers should find a common communication ground in which they would be able to understand the work patterns of each other. As stated by Charlier et al.(2016), the onset of the internet and the variety of communication tools have lead to the greater disperse of the teams and they have become more diverse. It is important that the organizational supervisors demonstrate adequate amount of leadership, which would help the team to function smoothly (Rao 2015). The managers should be competent enough so that they can understand the various difficulties of the global teams. A global mindset would help in finding solutions to critical problems so that the cross border employees face least resistance and hindrances from achieving their full organizational potential (Chou and Liao 2017). The findings of Morgan, Paucar-Caceres and Wright (2014) reveals that the remote location of the employees are becoming a trends these days as they are more opted by the employees. The reason for the preference of the remote location of work is the greater savings on the costs as well as increased prevalence of the remote employees (Morgan, Paucar-Caceres and Wright 2014). The various kinds of telecommuters working for an organization are usually satisfied with the different work-life balances as well as there are lower instances of job burnout in such cases (Wildman and Griffith 2015). The employers view telecommuting as the way for ensuring recruitment of the best people who would be best fit for the various types of job roles. But, the process of development of the remote employees requires constant monitoring as well as constant support (Morgan, Paucar-Caceres and Wright 2014). The remote working options should be used to attract as well as retain the employees and well as to enh ance the project decision quality which rises from the firms ability to place different individuals in distant locations (Morgan, Paucar-Caceres and Wright 2014). The diverse teams ensure that the employees are able to contact the customers of the company on a global basis, which would improve the customer satisfaction rates. As commented by Maldonado and Vera (2014), there are varieties of structural powers as well as functional powers that are enjoyed by the members working in the headquarters of a firm. There are issues with the perception of organizational powers between the employees of the organization, which often leads to conflict in the teams. There are challenges with the monitoring as well as evaluation of the virtual teams. There are also difficulties with the measurement of performance of the virtual teams located on different geographical territories. This is because of the fact that the supervisors are not able to come face to face with the team everyday and monitor their performances on a daily basis. The findings of Morgan, Paucar-Caceres and Wright (2014) reveal that the perception of power is among one of the most important reasons of cross cultural difficulties in management. The more powerful members are likely to exploit the less powerful ones and also the vice-versa case happens in the organizations. Thomas and Peterson (2017) states that it is natural for the cross-cultural teams to have certain differences between them. There are often indifferences between the employees of different nations, which becomes it difficult to work together. There is often high degree of stereotypes which makes the employees gives poor performance. There are often instances when there is indifferent perception of each others cultural attributes. For example, the employees of America may have different perception of the cultural beliefs, languages, rituals and local perceptions of the people of Asian countries (Thomas and Peterson 2017). The American employees may not gel well with their Asian counterparts as they feel that the latter would be dirty, shabby and lack basic etiquettes. There are often instances of cultural insensitivity in which the employees belonging to one culture may not be able to respect the cultural attributes of other teams located overseas (Thomas and Peterson 2017). This may create a strong hostility between the cross cultural teams, which may affect the overall organizational performances. It is often a challenge to implement employee engagement measures for the cross-cultural teams. The employees working in the off-shore tasks may lack motivation as the employees located in the home countries (Wood and Wilberger 2015). This is because of the fact that the employees located in the hometown have the privilege of visiting office everyday, which the offshore members are unable to do. They often find it useless to do official work while staying in a foreign land. This often reduces their work output and the projects witness failure. The face-to-face communication cannot be substituted and the distant employees may feel that they have the power to do anything as they would not be monitored constantly (Thomas and Peterson 2017). The workers who are located in a distant location may find it difficult to attend the mid-night meetings and conferences as their supervisors may be located in a different time zone. The time zones pose several risk factors for the managers and they might find it difficult to manage the same (Thomas and Peterson 2017). Another key challenge of the global teams is the linguistic barriers that are often responsible for the creation of misunderstanding in between the team. The managers of the firm often fail to address the language issues of the employees and this reduces the performance of the employees as they often feel demotivated to work in these cultures (Thomas and Peterson 2017). If there is not enriching organizational culture, then the productivity of the employees would reduce to great extent. The global teams often fail in the coordination between the cross culture teams and this reduces the pace of the decision making process. The managers often find it difficult to organize and manage the reviews, meeting, seminars and interaction between the cross border employees (Gelfand et al. 2017). The employees who have their immediate supervisors and their team working abroad may feel left out and hence they may not be able to participate fully in the organizational decisions (Brantley et al. 2015). There can be slow pace of grasping of the major job responsibilities in the organization. There are certain benefits of the cross cultural teams, however, there is more number of challenges that are faced by the cross-border managers. The basis of the cross-border teams is the computer mediated communication (Brantley et al. 2015). In this kind of communication, there is absence of the non-verbal cues as well as there is indirect communication transfer that often poses difficulty for the employees (Brantley et al. 2015). There are high instances of misunderstandings that lead to low levels of trust and cohesion in the team. There may be incorrect assumptions and there are instances when the virtual team members may not be able to understand the intentions of the other team mates located in distant locations (Brantley et al. 2015). There may be misinterpretation of the facts and there are instances of incorrect assumptions that may cause interpersonal struggles (Brantley et al. 2015). The viewpoints of Lilian (2014) states that the virtual teams may lack the vision and mission as there is flexible space, time and also there are lack of visual cues. The knowledge sharing becomes a difficult job and there are possibilities of information overload (Brantley et al. 2015). There are also issues with the training of the manpower who would be using the telecommunication processes for contacting the members located in overseas location (Brantley et al. 2015). The technical glitch of the communication tools may hamper the connectivity and the cross border team may have issues contacting with the teams located in distant locations. In the event of a technical snag in the absence of technical team, then it is possible that the interruption may continue for several weeks (Brantley et al. 2015). This often hampers the team productivity and hence the employees or the team would not be able to meet organizational objectives. The management of the global teams is not only the sole responsibility of the department managers, but it is also the responsibility of the human resource managers (Brantley et al. 2015). There is often lack of participation of the human resource managers, which leads to failure of the overseas project (Germain and McGuire 2014). The HR personnel may be too busy in the office work, that they are unable to focus on the overseas employees. There are often trust issues with the foreign team members and those employees who are working in remote locations. This often ruins the interpersonal relationships and affects the team output. Conclusion There are several challenges that the international managers face while managing global teams. There are several different kinds of problems that are faced by the global teams. This review analyzed some of the main challenges and discussed major concepts. In spite of the steps taken towards reducing these differences, this is a common problem and continues to haunt the global managers. The various aspects of the cross-cultural conflicts are being explored in detail and the related concepts of the global team management are discussed. References Bower, G.H. and Cohen, P.R., 2014. Emotional influences in memory and thinking: Brantley, H., Henry, M., Sabo, S. and Young, N., 2015. Promoting Globalization: Cross-Cultural Teaching and 21st Century Learning Experiences.Promoting Global Literacy Skills through Technology-Infused Teaching and Learning, pp.147-165. Charlier, S.D., Stewart, G.L., Greco, L.M. and Reeves, C.J., 2016. Emergent leadership in virtual teams: A multilevel investigation of individual communication and team dispersion antecedents.The Leadership Quarterly,27(5), pp.745-764. Chou, T.C. and Liao, J.L., 2017. IT governance balancing global integration and local responsiveness for multinational companies.Total Quality Management Business Excellence,28(1-2), pp.32-46. Dunning, J.H., 2014.The Globalization of Business (Routledge Revivals): The Challenge of the 1990s. Routledge. Gelfand, M.J., Aycan, Z., Erez, M. and Leung, K., 2017. Cross-cultural industrial organizational psychology and organizational behavior: A hundred-year journey.Journal of Applied Psychology,102(3), p.514. Germain, M.L. and McGuire, D., 2014. The role of swift trust in virtual teams and implications for human resource development.Advances in Developing Human Resources,16(3), pp.356-370. Gibbs, J.L. and Boyraz, M., 2015. International HRMs role in managing global teams.The Routledge companion to international human resource management, pp.532-551. Gibson, C.B., Huang, L., Kirkman, B.L. and Shapiro, D.L., 2014. Where global and virtual meet: The value of examining the intersection of these elements in twenty-first-century teams.Annu. Rev. Organ. Psychol. Organ. Behav.,1(1), pp.217-244. Lilian, S.C., 2014. Virtual teams: Opportunities and challenges for e-leaders.Procedia-Social and Behavioral Sciences,110, pp.1251-1261. Luo, Y. and Shenkar, O., 2017. The Multinational Corporation as a Multilingual Community: Language and Organization in a Global Context. InLanguage in International Business(pp. 59-92). Springer International Publishing. Maldonado, T. and Vera, D., 2014. Leadership skills for international crises: The role of cultural intelligence and improvisation.Organizational Dynamics,43(4), pp.257-265. Morgan, L., Paucar-Caceres, A. and Wright, G., 2014. Leading effective global virtual teams: The consequences of methods of communication.Systemic Practice and Action Research,27(6), pp.607-624. Nordbck, E. and Espinosa, A., 2015, January. Cognitive and Behavioral Leadership Coordination: Linking Shared Leadership to High Performance in Global Teams. InSystem Sciences (HICSS), 2015 48th Hawaii International Conference on(pp. 402-411). IEEE. Rao, A.N., 2015. Trust and Team Performance: Assessing the Moderating Role of Risk in Global Outsourcing Teams.International Management Review,11(1), p.5. Thomas, D.C. and Peterson, M.F., 2017.Cross-cultural management: Essential concepts. Sage Publications. Wildman, J.L. and Griffith, R.L., 2015. Leading global teams means dealing with different. InLeading Global Teams(pp. 1-10). Springer New York. Wood, V.R. and Wilberger, J.S., 2015. Globalization, cultural diversity and organizational commitment: Theoretical underpinnings.World,6(2), pp.154-171.