By Eva Bilhuber Galli

Understanding synergies throughout diverse companies is a mulitbusiness enterprise? s accepted strategic problem. Eva Bilhuber Galli investigates the position of social capital in cross-business collaboration and the way to construct it successfully with management improvement practices.

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That will also help methodologically to connect the appropriate levels of analysis: An HRM system and philosophy are expected to impact more on the organizational level, whereas policies and practices will most likely impact on the group and individual levels. 5 Conclusion As leadership is increasingly recognized as being an important source of competitive advantage most firms continuously invest a substantial amount of their revenues in leadership development (PriceWaterhouseCoopers, 2006). , 2005; PriceWaterhouseCoopers, 2006).

Beyond that, most of the existing studies are situated in the compensation field. , the alignment of leadership development practices, are only dimly lit. In this regard, the authors call for future research to broaden the scope to other activity areas and to differentiate the distinct levels of abstraction. That will also help methodologically to connect the appropriate levels of analysis: An HRM system and philosophy are expected to impact more on the organizational level, whereas policies and practices will most likely impact on the group and individual levels.

2006; Barker, 1997; Day, 2000). , social and political awareness and empathy, aiming for inter-personal skill enhancement on an individual as well as collective level and taking into account the particular social context. In this sense, leadership development is not only a function of the human but also the social capital of a firm. Particularly the latter is of interest for our research as we explore leadership development as a means to enhance cross-business collaboration in MBFs. Before illustrating these approaches further, the main terms leadership, leader and leadership development, are defined.

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