Challenges and Recommendations for Career Management and Global Leadership among Managers in a Medium-sized Chinese Cross-Border E-Commerce Enterprise

The thesis studies career management and global leadership among managers in a Medium-sized Chinese Cross-Border E-Commerce Enterprise using a qualitative approach and semi-structured interviews to collect data of 30 junior and 20 senior managers from Company X. The findings firstly show that both middle and senior managers value organisational and individual career development plans, adapt to dynamic situations, and consider cross-cultural issues. However, they have differences: 1) the junior managers address individual career development and operational focus, requiring professional adaptions to cross-cultural situations as the most important factor; 2) the senior managers emphasise organisational career development, maintain a strategic focus, and regard leadership as the most important factor. Additionally, both senior and junior managers address global leadership to respond to cross-cultural issues and develop their transiting from traditional to new work styles. However, they have differences: 1) the junior managers are operational and short-term focused; 2) the senior managers are strategic and long-term focused. The findings imply general recommendations for managers in different positions, emphasising the importance of supporting cross-cultural communication, change management, goal setting and career development planning. There are also specific recommendations for managers in their different stages of career development. For junior managers, recommendations include focusing on operational procedures to develop cross-cultural training, designing supportive and flexible work arrangements, and introducing technological support using business information systems and social media platforms. For senior managers, recommendations include maintaining a strategic focus, adapting to changing situations, offering diversified management, combining short-term and long-run goals, and making special efforts to improve cross-cultural effectiveness in the global context.