Globalization and Sovereignty


            Globalization has been a great challenge to the sovereignty because; the rapid changes that are taking place have caught many leaders unaware of the undergoing the required training for them to understand how to handle various communities across the globe. In the literature of the World business, globalization and sovereignty in terms of international trade have been a major issue that needs to be worked on accordingly to perfect globalization and sovereignty. Developments and all social issues arising in the international trade has made an international trade has to be performed effectively for the sake of perfecting the entire working taking place in the global market trade. The sovereignty functions and capacity are getting more complicated as compared to other components in the international trades. There is a greatly increased focus on sovereignty to get involved with globalization matters as well as the advancing international trade (Colenman and Maogoto, 2013). This paper discusses both globalization and sovereignty in terms of international trade and all the effects evident from then trade.

How International Trade Affected Globalisation and Sovereignty

Evidently, international trade has advanced in the global village due to the changes in the way people do business that is very different as compared to the old days. Sovereignty has to be effected through the use of advanced trade in venturing into the global market to effectively communicate information where possible. The world change is a challenge and also an opportunity for international trade growth and individual development to take place accordingly. Specific job development must be offered on global sovereignty to effect work ethics and continuous learning that will help international business trade educators to cope with the changes once they respond to the impacts of demographics, technology and globalization (Laforest, 2015). The success of the international trade will be enhanced by both the employees and the managers to cope with the increasing demand of knowledge-based enterprises. In dealing with all the racial conflict, the global leaders must build their interpersonal, sovereignty skills to develop individual and groups in the international trade.

Sovereignty skills will easily be facilitated in the international trade once a determined leader realizes what is expected of him and execute it accordingly. Conceptions and expectations of different leaders will vary depending on their cultural background, but all in all sovereignty skills must yield to better results in the international trade. The Japanese sovereignty is different from that of the West due to their different cultural traditions that they practice. Expected competence in cross-cultural awareness and practice must be employed towards the creation of sovereignty skills that will last for a longer time with higher impact on the international trade (Lentner, 2010). All the significance and expectations of sovereignty are very sensitive to be understood for the sake of developing and sustaining effective sovereignty strategies that will bring long-term changes in the international trades. Effective global sovereignty will be useful towards bringing international trade and development to help in unlocking all the mystery of working that effect change towards development in international trade.

Sovereignty in diverse trade

Any leader who can work towards implementing increasing complex business strategies and manage all diversity in the international trade will have attained the required sovereignty skills. Effective sovereignty skills require good management of the diverse cross-cultural setting in the international trade. These diverse cross-cultural settings are the cultural quotient and the cultural intelligence that work together to improve the individual international experience in an international trade development (Ott, 2012). Appreciating of all the sovereignty, diversity practices encourages developments to take place in the international trade. Workers and other staffs feel appreciated for who they are and work towards attaining the goal of the international trade.

Core international trade values must be encouraged for use with the aim of enhancing the international trade competitiveness and performance as well. Some of the international trade values encouraged under good sovereignty skill include; performance excellence, worker involvement in improving matters, innovations and better quality of the worker’s work-life (Tsai, 2000). Effective sovereignty skills call for increased capabilities of managing the complexity of diverse people. It also seeks to ensure that all respect difference is well understood; changes made on sovereignty adjustments and for all to be ready for opportunities and challenges that they encounter in the international trade development matters.

Group dynamic

Effective sovereignty skills must be applied to group dynamics and circumstances that surround developments taking place in the international trade. Effective sovereignty skills will be influenced by the perception of the peers, superiors and the subordinate staff in the working zone. All the group dynamics created to separate members from each other must be avoided under all circumstances to avoid interfering with the effective sovereignty skills. All the cultural innovations taking place in the international trade will be influenced by group dynamics that are positively used (Vanberg, 2000).

Developing sovereignty in Global and Multicultural International trade

The study of sovereignty is termed as the process of social influence, which has been an ongoing process over a long period. Sovereignty is a set of skill that anyone can learn as long as he is interested in knowing more about them. On the other side, management is dependent on the position that an individual holds in office and all the privileges he is entitled to while sovereignty is understandable and more so observable under all aspects. Sovereignty ensures that one has the capability to create a vision and communicate it to the rest with the aim of making it a reality. Reputable sovereignty is a function of levels and positions as in the management because it tends to be more dynamic. Good sovereignty calls for an honest leader who has good ethical behaviors and the required foundational values (Vanberg, 2000). When developing sovereignty in both the global and multicultural, international trades, it must encourage the use of holistic thinking, accountability of all leaders and good communication from leaders to their followers. Developing sovereignty in global and multicultural, international trade’s ability to influence others and set an inspiring example must be encouraged to use. Sovereignty involves the creation of a vision for the international trades’ future and ensuring that better communication is done about the vision to all members of the firm.

Vision communicated must be made clear for to understand it and surmount all the obstacles in the international trade. Provision of an atmosphere that encourages people to work towards attaining the goal of the international trade is a global sovereignty goal in intentional trade. Leaders and managers have very big differences on matters of influencing change and setting the required direction for all to follow (Ott, 2012). The sovereignty abilities possessed by different leaders help them to take people in a different direction that is of great benefit to the performance of the international trade. Setting the course of an international trade, communicating and collaborating all the activities are the role of the sovereignty in any international trade. Leaders use their actions to gain people influence and whenever; they want to gain the trust they use their abilities to collaborate and communicate with their followers. Navigation is done by leaders through the bumps and dips that in making sure that they develop the right sovereignty model to guide the international trade in the right direction.


Many of the international trades spent more time in educating their employees on new equipment’s, software usage instead of spending the time to improve their managerial and sovereignty skills.  The employees had improved knowledge of how to use different software, but the managerial sovereignty skills were not attended accordingly. Visionary sovereignty skills are mainly required in competing, succeeding and encouraging and continued international trade growth. Until recently, the global business has always been considered as the purview of others yet it required a lot of amendments in making it attain the required sovereignty skills. Sovereignty models drawn from various parts of the globe have to be discussed in a modern manner to understand how to deal with different types of people in the globe. Sovereignty skills should be enhanced by providing leaders with better training where they will learn more about what is expected of them. This paper discusses both globalization and sovereignty in terms of international trade and all the effects evident from then trade.



Colenman, A., & Maogoto, J. N. (2013). “Westphalian” meets “eastphalian” sovereignty: China in a globalized world. Asian Journal of International Law, Vol. 2, pp. 237-269

Laforest, R. (2015). Globalization and food sovereignty: Global and local change in the new politics of food. Canadian Journal of Nonprofit and Social Economy Research, Vol. 6, No. 2, pp. 80-81.

Lentner, H. H. (2010). Globalization and sovereignty. Political Science Quarterly, Vol. 125, No. 1, pp. 135-137

Ott, J. S. (2012). Commentary on the symposium “governance and citizenship in asia: Identity and sovereignty in the age of globalization”. Public Organization Review, Vol. 12, No. 3, pp. 313-316

Tsai, M. C. (2000). Globalization and conditionality: Two sides of the sovereignty coin. Law and Policy in International Business, Vol. 31, No. 4, pp. 1317-1329

Vanberg, V. (2000). Globalization, democracy, and citizens’ sovereignty: Can competition among governments enhance democracy? ^1. Constitutional Political Economy, Vol. 11, No. 1, pp. 87-112.


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