1. Abdulai, A.I : Human resource management in Ghana: prescriptions and issues raised by the Fourth Republican Constitution International, Journal of Public Sector Management; Volume 13 No. 5; 2000
   • Human resource management in the public sector does not take place in a vacuum. It is carried out within a regulatory framework of laws, rules and regulations. Recent times have witnessed commendable efforts by many African countries to embrace democratic governance with its trappings of constitutionalism, which requires that the behaviour of politicians, public officials, public institutions and citizens should conform to the strictures of the Constitution of the land. This study examines the Fourth Republican Constitution of Ghana and identifies constitutional provisions or prescriptions which have some relevance for human resource management in the Ghanaian public sector. Constitutional provisions identified in this regard deal with the following issues: human resource management policy, laws, rules and regulations, recruitment and selection, equal employment opportunity, employee rights and welfare, compensation and benefits, state of the economy, human resource development, work environment, Commission for Human Rights and Administrative Justice (CHRAJ), decentralisation and ethical issues. The paper discusses the relevance and implications of issues raised and concludes that the Fourth Republican Constitution contains important provisions which make for sound human resource management in the Ghanaian public sector.
2. Adler, Nancy J : Competitive frontiers: Women managing across borders, Journal of Management Development, Vol: 13 Iss: 2 1994
   • Major North American multinational firms (686) reported sending over 13,338 expatriate managers abroad, of whom 402, or 3%, were women. Women held 37% of domestic US management positions. Three of the most commonly held myths about women in international management were investigated. It was found that it is a myth that women do not want to be international managers. The 2nd myth was found, in fact, true: firms are hesitant, if not outright resistant, to sending female managers abroad. The 3rd myth that foreigners are so prejudiced against women that they could not succeed as international managers is a myth. Fifty-two women managers on expatriate assignments were interviewed. Almost all reported that their international assignments were successful. In considering women managers for international assignments, companies should: 1. not assume that it will not work, 2. not confuse the role of a spouse with that of a manager, 3. not assume that a woman will not want to go abroad, 4. offer flexible benefit packages, and 5. give women every opportunity to succeed.
3. Adler, Nancy J : Pacific Basin Managers: A Gaijin, Not a Woman, Human Resource Management Vol: 26 Iss: 2 Summer 1987
   • To determine whether North American firms can successfully send female expatriate managers to Asia, 52 women who had successfully held at least one management position in 61 Asian assignments were interviewed. Nearly all (97%) of the women described their experiences as being a success. Some 42% reported that ''being female'' was an advantage, with high visibility frequently cited. The majority of disadvantages cited involved the women's arelationships with their own companies. The women clearly had more difficulty gaining the respect of North American and European men than that of the Asian clients themselves. Apparently, foreigners are seen as foreigners, and a foreign woman (gaijin) is not expected to act like the locals. Recommendations based on the study include: 1. Do not assume that a woman will not want an overseas assignment. 2. Send a woman in full status and with the appropriate title to demonstrate the company's commitment to her.
4. Adler, Nancy J : Women managers in a global economy, HRMagazine, Vol: 38 Iss: 9 Sep 1993
5. Adler, Nancy J : International Dimensions of Organizational Behavior, 3rd ed. South-Western College Publishing (Cincinnati, OH), 1997.
6. Adler, Nancy J. & Bartholomew, S. : Managing Globally Competent People, Academy of Management Executive, 6, 3, 1993,
7. Adler, N. J. & Ghadar, F., Strategic Human Resource Management: A Global Perspective, in Pieper, R. (ed.), Human Resource Management: An International Comparison, Berlin: de Gruyter 1990
8. Adler, N., Doktor, R., & Redding, G. (1986). From the Atlantic to the Pacific century: Cross-cultural management reviewed. Journal of Management, 12, 295-318.
9. Albricht, Maryann H : International HRM - Managing Diversity in the Workplace , European Business Review; Volume 13 No. 1; 2001
10. Al-Subhi Al-Harbi, Kamal M & Adel S Al-Dosary; The process of nationalizing companies: A general model based on the Saudi Arabian experience; International Journal of Management, Poole; Mar 2001; Vol. 18, Iss. 1; pg. 59
    • Localization has been defined as replacing expatriates with trained and qualified local personnel in a planned manner that will ensure continuity of work. It is considered today to be one of the most challenging objectives that faces Saudi Arabian and other Arabian Gulf governmental authorities responsible for planning and managing national human resources. This paper suggests a new definition for localization and introduces a process for companies to consider when localizing jobs in their companies. The method suggested here could be applied by any companies anywhere in the world for the employment of any particular minority.
11. Altman, Yochanan; Shortland, Sue : Women, aliens and international assignments, Women in Management Review ; Volume 16 ; No. 3 ; 2001
    • In this article we chart the rise of the female expatriate manager over the past generation, as a prelude to positing the question as to why the number of women on international assignments is even lower, proportionally, than their numbers in management overall. We argue that exploring the metaphor of the alien in the context of international assignments and the issue of gender will advance our understanding of this and related questions, since the concept of alien is inherent to the expatriate situation as well as to the position of women in organisations. We then forward seven propositions on two themes: the experience of being an alien and the consequences of being seen as an alien. We conclude that women expatriates are possibly better positioned to handle an expatriate assignment than men and we speculate that we will see them making inroads into international management for a variety of reasons.
12. Anderson, Barbara A ; Expatriate management: An Australian tri-sector comparative study; Thunderbird International Business Review, New York; Jan/Feb 2001; Vol. 43, Iss. 1; pg. 33
    • This article outlines research into the scope of the management practices of Australian private, public, and nongovernmental sector organizations with respect to the selection, preparation, management, and repatriation of expatriates. The research also ascertains how important each of these aspects is considered to be in contributing to the success of expatriate assignments. Results indicate that the management practices of the nongovernment sector organizations are broader in scope than those of organizations in the other 2 sectors.
13. Anderson, J. B. : Compensating Your Overseas Executives, Part 2 : Europe in 1992. Compensation and Benefits Review, July-August (1990)
14. Andres, T. D. (1985). Management by Filipino values. Quezon City, Philippines: New Day.
15. Arasli, Huseyin, Ali Bavik & Erdogan H. Ekiz ; The effects of nepotism on human resource management: The case of three, four and five star hotels in Northern Cyprus - International Journal of Sociology and Social Policy; Volume: 26 Issue: 7/8; 2006
16. Arkin, Anat : Minimising the stress of relocation, Personnel Management , Vol: 25 Iss: 11 Nov 1993
17. Arkin, Anat : New trends in relocation, Personnel Management, Vol: 24 Iss: 11 Nov 1992
18. Arthur, Winfred Jr; Bennett, Winston Jr : The international assignee: The relative importance of factors perceived to contribute to success, Personnel Psychology, Vol: 48 Iss: 1 Spring 1995
19. Axtell, Roger, et al. : Do's and Taboos Around the World for Women in Business. John Wiley & Sons (New York), 1997.
20. Aycan, Zeynep : Human resource management in Turkey - Current issues and future challenges, International Journal of Manpower; Volume 22 No. 3; 2001
    • In Turkey's dynamic economy, HRM is recognized as one of the most important tools in maintaining organizational effectiveness and competitiveness. However, there are a number of barriers to the design and implementation of effective systems. The first part discusses the ways in which environmental forces influence HRM practices. In the second part, the administration of the key HR functions in Turkish organizations is described. Finally, future directions are discussed.
21. Bajawa, Asma & Jean Woodall. Equal opportunity and diversity management meet downsizing: A case study in the UK airline industry Employee Relations; Volume: 28 Issue: 1; 2006
22. Balbinot, Sergio : Emergency assistance for international risks, Risk Management, Vol: 40 Iss: 6 Jun 1993
23. Balzarova, Michaela A.,Pavel Castka, Christopher J. Bamber, John M. Sharp : How organisational culture impacts on the implementation of ISO 14001:1996 – a UK multiple-case view Journal of Manufacturing Technology Management; Volume: 17 Issue: 1; 2006
24. Banai, Moshe; Reisel, William D : Expatriate managers' loyalty to the MNC: Myth or reality? An exploratory study, Journal of International Business Studies, Vol: 24 Iss: 2 Second Quarter 1993
25. Bhanugopan, Ramudu & Alan Fish : An empirical investigation of job burnout among expatriates, Personnel Review; Volume: 35 Issue: 4; 2006
    • The purpose of this study was to determine the level of workplace “job burnout” experienced by expatriate managers in Papua New Guinea (PNG). The study also examined the relationship between job burnout and intention to quit, and findings suggest that expatriates are affected by job burnout. The study has assessed three key job characteristics (role conflict, role ambiguity and role overload) and their association with three dimensions of job burnout (emotional exhaustion, depersonalisation and reduced personal commitment). Data were collected from 189 respondents who were stratified via industry, age, size of organization, education and nationality. LISREL VIII was employed to evaluate the fit of the measurement model, and to examine the relationship between “job burnout” and expatriates “intention to quit”. The results demonstrate that the three job characteristics are significantly associated with job burnout with role conflict being the main reason. Whilst role ambiguity was also a key issue, job burnout was least effected by role overload.
26. Barber, Neill; Pittaway, Luke : Expatriate recruitment in South East Asia: dilemma or opportunity? International Journal of Contemporary Hospitality Management; Volume 12 No. 6; 2000
    • This paper has analysed the impact of the South East Asian crisis on the recruitment strategies of multinational hotel companies. In the paper a brief review of expatriate recruitment is conducted. From this review a number of strategies of recruitment are identified. The paper proceeds to use the method of environmental scanning to analyse how the South East Asian economic crisis may affect the usefulness of these strategies. In conclusion the paper introduces a process of expatriate recruitment and shows how the process could help address some of the difficulties that may arise as a result of the crisis.
27. Barker, Andy ; Clive Nancarrow & Nigel Spackman; Informed eclecticism: A research paradigm for the twenty-first century; International Journal of Market Research, Henley-on-Thames; First Quarter 2001; Vol. 43, Iss. 1; pg. 3, 25 pgs
    • A study examines the major research paradigms within the market research industry. The reality of the reported shift away from positivism to the interpretivist paradigm is discussed and the emergence of a new paradigm - informed eclecticism - is postulated within the changing context of the marketing research industry. This new paradigm requires a greater knowledge and appreciation of how different disciplines, theories, models and metaphors can bring different perspectives and so greater insight to marketing issues. Informed eclecticism is one way of adding value to the research process. The study spells out some key human resource management issues, and represents the authors' thinking based on an extensive literature review, personal experience, exploratory depth interviews with clients and practitioners and a sample survey of MRS members.
28. Barney, J. B., Firm Resources and Sustained Competitive Advantage, Journal of Management, 17, 1991,
29. Barth, Steve : In dangerous places; World Trade, Irvine; Oct 1998; Vol. 11, Iss. 10;
30. Bartlett, C. A., Ghoshal, S. : Managing Across Borders: The Transnational Solution, Boston: Harvard Business School Press 1989.
31. Barton, Harry & Rick Delbridge : Delivering the “learning factory”?: Evidence on HR roles in contemporary manufacturing - Journal of European Industrial Training; Volume: 30 Issue: 5; 2006
32. Baruch, Yehuda; Steele, D.J.; Quantrill, G.A. : Management of expatriation and repatriation for novice global player, International Journal of Manpower ; Volume 23 ; No. 7 ; 2002
    • The paper tells us about the experience of a financial services company in managing its expatriation and repatriation processes. Data were gathered from official company sources and via in-depth interviews with former expatriates. The analysis indicates that some 50 percent of people left the company following the repatriation within a few years after return. The experience gained by the company manifests the importance of proper management of the processes of expatriation and in particular repatriation. To attain a successful expatriation and repatriation the management should handle both processes as an integrated part of career management, since expatriation can form a crucial point in the development of a psychological contract between the employee and the company.
33. Baruch, Yehuda & Yochanan Altman : Expatriation and repatriation in MNCs: a taxonomy Human Resource Management, Volume 41, Issue 2, 2002. Pages: 239-259
    • The challenge of the management of expatriates and repatriates has never been more timely nor urgent: globalization has forced expatriation into the corporate agenda, confronting us with an array of questions on HRM strategy and practice. We propose that a wide range of current thinking and practice may be conveniently grouped into a taxonomy of five organizational options, each advancing a different set of expatriation relationships: Global, Emissary, Peripheral, Professional, and Expedient. A framework outlining the main configurations of these options generates a generic model for expatriation at the organizational level. This forms the principal part of the article, followed by a comprehensive discussion and implications for practice. © 2002 Wiley Periodicals, Inc.
34. Baum, Tom; Amoah, Vanessa; Spivack, Sheryl : Policy dimensions of human resource management in the tourism and hospitality industries, International Journal of Contemporary Hospitality Management; Volume 9 No. 5; 1997
    • Develops the view that human resource management is a central strategic and operational concern within the tourism and hospitality industries, with implications for quality and market positioning of tourism at local, regional and national levels. Suggests that all stakeholders, be they public or private sector, visitor or host community, would benefit from a close integration of human resource, labour market and education policies. Presents two studies which substantiate this view: one which generally examines policies for human resource development, and another which addresses the policy issues involved.
35. Beech, Nic; McCalman, James : Sex, lies and videotropes: Narrative and commitment in high technology teams, Journal of Applied Management Studies, Vol: 6 Iss: 1 Jun 1997
36. Belsky, Gary : Escape from America, Money, Vol: 23 Iss: 7 Jul 1994
37. Benn, Deborah : Battle of the charges, International, Iss: 60 Feb 1993
    • Offshore building societies have become a popular option for the expatriate employee's savings, offering both a safe haven as well as a decent rate of interest. While loooking for the best rate is important, overlooking building society charges could be harmful to savings. To illustrate how charges can affect savings, a comparison of building societies based in the offshore centers of Jersey, Guernsey, Gibraltar, and the Isle of Man is presented. Even though it is officially a bank, the Abbey National is included also. For ease of comparison, the listing focuses on each society's instant access account as this is where most withdrawals - and therefore charges - are likely to occur. However, in most cases the charges listed are generally applicable to all accounts.
38. Bennett, Rita ; Anne Aston, and Tracy Colquhoun Cross-cultural training: A critical step in ensuring the success of international assignments; Human Resource Management, New York; Summer/Fall 2000; Vol. 39, Iss. 2,3; pg. 239
39. Berger, Mel, ed. : Cross-Cultural Team Building: Guidelines for More Effective Communication and Negotiation. McGraw-Hill (London), 1996.
40. Berry, J. W. : Imposed Etics, Emics and Derived Emics: Their Conceptual and Operational Status in Cross-cultural Psychology, in Headland, T. N./Harris, M. (eds.), Emics and Etics: The Insider/Outsider Debate, Newbury Park: Sage Publications 1990
41. Berry, J. W., Poortinga, Y H., Segall, M. H., & Dasen, P. R. (1992). Cross-cultural psychology: Research and applications. Cambridge: Cambridge: Cambridge University Press.
42. Bhatnagar, Jyotsna : Measuring organizational learning capability in Indian managers and establishing firm performance linkage: An empirical analysis - The Learning Organization; Volume: 13 Issue: 5; 2006
43. Bikson, Tora, & S.A. Law. : Global Preparedness and Human Resources: College and Corporate Perspectives. RAND (Santa Monica, CA), 1994
44. Bishko, M. J. : "Compensating Your Overseas Executives, Part 1: Strategies for the 1990s." Compensation and Benefits Review, May-June: (1990).
    • It is necessary to understand the domestic outlook for executive compensation in the 1990s in order to appreciate the direction of overseas executive compensation for the same period. Trends in domestic executive compensation include: 1. nonmerit, inflation-based salary adjustments with separate nonsalary programs as short-term performance incentives, 2. incentive programs that are more company-specific, 3. long-term equity plans, and 4. executive perquisites to offset legally mandated limitations on employee benefit plans. If incentive compensation continues to prevail in the US, many companies will export these plans overseas to cover their US expatriates, third country nationals, and local nationals. Prior to implementing any plan, firms need to resolve any questions that may arise because of: 1. foreign securities laws, 2. foreign exchange control laws, 3. income taxes for the executive, and 4. income taxes for the employer.
45. Bissell, Thomas St G : The increased cost of expatriation: IRS notice 98-34, and recent tax treaty developments; Tax Management International Journal, Washington; Jan 8, 1999; Vol. 28, Iss. 1;
46. Bissell, Thomas St G : Problems of Green Card Aliens Living Abroad; The International Tax Journal, Greenvale; Winter 1987; Vol. 13, Iss. 1;
    • The Tax Reform Act of 1984 contained a significant clarification of the tax rules governing ''green card'' foreign nationals. Special relief provisions in the new law can classify the holder of a green card as a resident alien for only part of a year. Significant issues in this area include: 1. pre-1985 resident alien rules that are replaced with the new Internal Revenue Code (IRC) Section 7701(b) rules, 2. the applicability of IRC Section 911 foreign earned income exclusion to green card holders resident abroad under the new rules, 3. the possibility of reducing or eliminating federal income tax on both earned and unearned income under certain income tax treaties, 4. the effect on resident alien status of giving up a green card, 5. the impact of the new rules on US federal payroll taxes, and 6. the US tax advantages of holding a green card while living abroad. The US estate and gift tax provisions regulating green card holders are not affected by the new rules.
47. Bissell, Thomas St G, Giardina, Alfred; International aspects of U.S. retirement plans, deferred compensation and equity-based compensation plans: An overview; Tax Management International Journal, Washington; May 10, 1996; Vol. 25, Iss. 5
48. Bjorkman, Ingmar; Schaap, Annette : Outsiders in the middle kingdom: Expatriate managers in Chinese-Western joint ventures, European Management Journal, Vol: 12 Iss: 2 Jun 1994
49. Black, J Stewart; Hal B Gregersen; : The right way to manage expats; Harvard Business Review, Boston; Mar/Apr 1999; Vol. 77, Iss. 2;
    • In today's global economy, having a workforce that is fluent in the ways of the world is not a luxury. It is a competitive necessity. No wonder nearly 80% of midsize companies and large companies currently send professionals abroad - and 45% plan to increase the number they have on assignment. On average, expatriates cost 2 to 3 times what they would in an equivalent position back home. The fact is, however, that most companies get anemic returns on their expat investments. The companies that manage their expats effectively come in many sizes and from a wide range of industries. Yet it has been found that they all follow 3 general practices: 1. sending people for the right reasons, 2. sending the right people, and 3.finishing the right way.
50. Black, J Stewart; Gregersen, Hal B; Mendenhall, Mark E : Toward a theoretical framework of repatriation adjustment, Journal of International Business Studies, Vol: 23 Iss: 4 Fourth Quarter 1992
51. Black, J. Stewart, et al. Global Assignments: Successfully Expatriating and Repatriating International Managers. Jossey-Bass (San Francisco), 1992.
52. Black, J. Stewart : Coming Home: The Relationship of Expatriate Expectations with Repatriation Adjustment and Job Performance, Human Relations, Vol: 45 Iss: 2 Feb 1992
53. Black, J. Stewart : Socializing American Expatriate Managers Overseas: Tactics, Tenure, and Role Innovation, Group & Organization Management, Vol: 17 Iss: 2 Jun 1992
    • The impact of organizational socialization tactics and the moderating effect of organizational tenure on role innovation or the extent to which expatriate managers changed the procedures and objectives of their jobs were examined with data from 220 responses to a questionnaire mailed to expatriate managers. Both the correlation analysis and the regression analysis found that collective socialization tactics were positively related to role innovation and that serial and fixed socialization tactics were negatively related to role innovation. A significantly stronger negative relationship exists between serial socialization tactics and role innovation for individuals with low tenure than for those with high tenure. The greater the individual's tenure in the firm, the stronger the positive effect of collective socialization on role innovation and the lower the individual tenure in the firm, the stronger the negative effect of serial socialization on role innovation.
54. Black, J. Stewart; Gregersen, Hal B : Serving Two Masters: Managing the Dual Allegiance of Expatriate Employees, Sloan Management Review, Vol: 33 Iss: 4 Summer 1992
55. Black J. Stewart, Mendenhall M, Oddou GR.: Toward a comprehensive model of international adjustment: An integration of multiple theoretical perspectives. Academy of Management Review, 16, 291-317, 1991
    • Primarily because of the significant rate and costs of failed international assignments, the attention paid to the topic of international adjustment has increased in recent years. However, most of the work has been done without substantial theoretical grounding. In an effort to move toward a theoretical framework for guiding future research, the theoretical and empirical work of the international and the domestic adjustment literatures are integrated. The integration provides a more comprehensive framework than that which might be obtained from either of the literatures alone. One of the greatest contributions gained by examining the domestic adjustment literature for understanding international adjustment concerns the notion of anticipatory adjustment. The basic premise is that, if appropriate anticipatory adjustments are made, actual adjustments in the new international setting will be quicker and easier.
56. Black, J. Stewart & Hal Gregersen.. When Yankee comes home: Factors related to expatriate and spouse repatriation adjustment. Journal of International Business Studies, 22: 671-94. 1991
57. Black J. Stewart, Gregersen HB. : Antecedents to cross-cultural adjustment for expatriates in Pacific Rim assignments. Human Relations, 44, 497-515., 1991
    • Expanding global competition has increased the need for US firms to become more competitive by improving the international aspects of personnel management systems. However, most US firms have not been successful in selecting, supporting, and retaining effective managers in international assignments. Although past studies of expatriate adjustment have asked human resource executives their opinions about important antecedents of cross-cultural adjustment, very few studies have attempted to empirically determine which factors significantly affect cross-cultural adjustment based on data collected from actual expatriate managers. Data collected from US expatriate managers in Pacific Rim assignments (Japan, Hong Kong, the Republic of Korea, and Taiwan) are used to examine the impact of job, personal, and general factors on cross-cultural adjustment. The results indicate that different antecedents are related to different facets of cross-cultural adjustment.
58. Black, J, Stewart. Locus of control, social support, stress, and adjustment in international transfers. Asia Pacific Journal of Management, 7: 1-29., 1990.
59. Black, J. Stewart ; Mendenhall, M., Cross-cultural Training Effectiveness: A Review and a Theoretical Framework for Future Research, Academy of Management Review, 15, 1990
    • A review of the cross-cultural training literature shows that, according to Mendenhall and Oddou (1985), the skills needed to be successful in a new culture can be subsumed under 3 dimensions: 1. skills related to maintaining self, 2. skills related to the fostering of relationships with host nationals, and 3. cognitive skills that promote a correct perception of the host environment and its social systems. In general, cross-cultural training seems to have a positive impact upon skill development, adjustment, and performance. The relationship between cross-cultural training and performance in the theoretical framework of social learning theory (SLT) is based on the belief that tasks performed in such a setting have dimensions that are related to the host culture. SLT provides a means by which cross-cultural training can be systematically investigated in the future through attention processes, the retention process, and the reproduction process of cross-cultural learning. Within SLT, incentives can have an important impact upon these processes.
60. Black J. Stewart, Stephens GK. : The influence of the spouse and intent to stay in Pacific Rim overseas assignments. Journal of Management, 15, 529-544. (1989)
    • Expanding global competition has increased the need for US firms to become more competitive by improving the international aspects of personnel management systems. However, most US firms have not been successful in selecting, supporting, and retaining effective managers in international assignments. Although past studies of expatriate adjustment have asked human resource executives their opinions about important antecedents of cross-cultural adjustment, very few studies have attempted to empirically determine which factors significantly affect cross-cultural adjustment based on data collected from actual expatriate managers. Data collected from US expatriate managers in Pacific Rim assignments (Japan, Hong Kong, the Republic of Korea, and Taiwan) are used to examine the impact of job, personal, and general factors on cross-cultural adjustment. The results indicate that different antecedents are related to different facets of cross-cultural adjustment.
61. Black, J. S., and M. Mendenhall.. "A Practical but Theory-Based Framework for Selecting CrossCultural Training Methods." Human Resource Management, 28(4):(1989)
62. Black, J. Stewart. Workrole transitions: A study of American expatriate managers in Japan. Journal of International Business Studies, 19: 274-91. 1988.
63. Boim, Israel; Smith, Karen : Detecting weak links in executive armor, Security Management, Vol: 38 Iss: 2 Feb 1994
64. Bonache, Jaime ; Knowledge transfer and the management of expatriation; Thunderbird International Business Review, New York; Jan/Feb 2001; Vol. 43, Iss. 1; pg. 145
65. Bonache, Jaime : Job satisfaction among expatriates, repatriates and domestic employees: The perceived impact of international assignments on work-related variables , Personnel Review; Volume: 34 Issue: 1; 2005
    • After controlling for hierarchical status, the results indicated that, among these three groups of employees, there are some significant differences in the satisfaction ratings on job characteristics, career prospects, and internal communication. The authors did not, however, find differences in the mean satisfaction rating on general job satisfaction. Findings are discussed, as are limitations and suggestions for future research.
66. Bonache, Jaime ; Chris Brewster &Vesa Suutari; Expatriation: A developing research agenda; Thunderbird International Business Review, New York; Jan/Feb 2001; Vol. 43, Iss. 1; pg. 3
    • This article briefly reviews the current state of research into expatriation, focusing on the critical issues of strategy, selection and predepature, compensation, performance management, repatriation, and career management. The burgeoning research in the field is set into context and a plea made for a more varied and imaginative research agenda.
67. Boyacigiller, Nakiye. The role of expatriates in the management of interdependence, complexity, and risk in multinational corporations. Journal of International Business Studies, 21: 357-81., 1990.
68. Braun, Werner H; Warner, Malcolm : Strategic human resource management in western multinationals in China: The differentiation of practices across different ownership forms, Personnel Review ; Volume 31 ; No. 5 ; 2002
    • In the past two decades, the way enterprises in the People's Republic of China (PRC) manage their human resources has changed dramatically. Multinational enterprises (MNEs) have entered into the "strategic investor" phase, where now the integration of PRC operations into the MNE network receives growing attention. For these companies HRM is often of high strategic importance. This article seeks to explore how differences in HRM practices in such businesses vary with their ownership forms. The study is based on in-depth interviews with HRM managers - on the PRC country-level - in 12 MNEs. The large majority of the participating companies clearly stated that today the HRM function is of high strategic importance for their operations in the PRC and is predominantly controlled by the MNE partner. Although equity ownership stake is an important variable influencing HRM policies and practices, it is shown that it needs to be seen in conjunction with other possibly non-equity control-mechanisms.
69. Brewster, Chris; Larsen, H. H., Human Resource Management in Europe: Evidence from Ten Countries, The International Journal of Human Resource Management, 3, 1992
70. Brewster, Chris & Vesa Suutari : Global HRM: aspects of a research agenda , Personnel Review; Volume: 34 Issue: 1; 2005
    • This paper presents some new empirically-based work on human resource development
71. Brewster, Chris ; Tyson, S., International Comparisons in Human Resource Management, London: Pilman 1993
72. Brewster, Chris; Pickard, Juana : Evaluating expatriate training, International Studies of Management & Organization, Vol: 24 Iss: 3 Fall 1994
73. Brewster, Chris; Towards a 'European' model of human resource management; Journal of International Business Studies, London; Vol. 26, Iss. 1; First Quarter 1995;
74. Brewster, Chris; International HRM: Beyond expatriation Human Resource Management Journal; London; 1997;
75. Brewster, Chris : Managing Expatriates, International Journal of Manpower, Vol: 9 Iss: 2 1988
    • A research project to provide new data on the way that expatriates of multinational corporations (MNC) are managed was carried out by gathering data from the international personnel specialists at the headquarters of 25 MNCs. The project covered a sample company from each of the following sectors: airlines, banks, petroleum, electronics, and food, drink, and tobacco. Five countries were represented: the UK, the Netherlands, Germany, Sweden, and France. Results suggest that national representation and management control are 2 of the main reasons for the use of expatriates. The MNCs use a complex selection of methods for expatriates, but a central part is played by small numbers of headquarters personnel specialists who know the expatriates and potential expatriates personally. The main criteria for selection vary from those reported in US literature; European preparation for expatriates tends to be more extensive, and European MNC expatriate failure rates are much lower than those reported for the US.
76. Briscoe, Dennis. : International Human Resource Management. Prentice-Hall (Englewood Cliffs, NJ), 1995
77. Brooks, Kit & Fredrick Muyia Nafukho : Human resource development, social capital, emotional intelligence: Any link to productivity? Journal of European Industrial Training; Volume: 30 Issue: 2; 2006
78. Brown, Richard P.C. , Timothy J. Bulman The evolving roles of the clubs in the management of international debt , International Journal of Social Economics; Volume: 33 Issue: 1; 2006
    • The regularity of default by countries on their sovereign debt has led to the establishment of a number of evolving institutions or “Clubs”. These institutions' objective is to optimise the impact of imminent default or actual default on both international lending and borrowing. The purpose of this article is to discuss the informal institutions concerned with managing debt between national governments – the Paris Club, between governments and commercial banks – the London Club – and the currently ad hoc dealings with sovereign bonds.
79. Budhwar, Pawan S : Employment relations in India, Employee Relations ; Volume 25 ; No. 2 ; 2003
    • This paper examines the employment relations (ERs) scenario in Indian organisations. The investigation is based on a questionnaire survey of 137 Indian firms in the manufacturing sector. The analysis of existing literature highlights the role of three key actors (management, unions, and the state) in the management of ERs in Indian organisations. It also shows the significant impact of the competitive pressures created by the liberalisation of the Indian economy in the changing nature of ERs in Indian firms. The study has key implications both for academicians and for practitioners.
80. Burba, Fengjiao Ji Joseph M Petrosko; Mike A Boyle; Appropriate and inappropriate instructional behaviors for International training; Human Resource Development Quarterly, San Francisco; Fall 2001; Vol. 12, Iss. 3; pg. 267, 17 pgs
    • Three groups were compared on their perceptions of classroom instructional behaviors. Students from the US, and Eastern culture and a Western culture rated 31 instructional behaviors. US students differed fro Eastern students, and Western students differed from Easter students. The study showed measurable cultural difference existed in the perception of classroom instructional behaviors.
81. Butler, J. E.; Ferris, G. R.; Napier, N. K., Strategy and Human Resources Management, Cincinnati: South-Western 1991
82. Butler, M. C.; Teagarden, M. B. : Strategic Management of Worker Health, Safety and Environment in Mexico's Maquiladora Industry, Human Resource Management, 32, 1993
    • Conflict arising from differences in business practices, standards, values and norms guiding behavior are inherent in international business. These differences are evident when comparing business activities in developed countries to those in developing countries and when examining issues of worker health, safety and environmental issues. Human resource management (HRM) practices can be used to align multinational companies' (MNE) norms, values, goals and objectives with host-country affiliate dynamics. A discussion of strategic HRM is presented and the relationship of HRM to the reconciliation of conflict is identified, using Mexico's maquiladora industry as a case study. Maquiladoras are assembly, manufacturing or processing facilities located along the border zone between Mexico and the US. An overview of Mexico's maquiladora industry and the impending North American Free Trade Agreement is provided, and related worker health, safety and environmental issues are highlighted.
83. Carey, Brian P : Why 'impatriates' need special remuneration packages, Human Resources Professional, Vol: 5 Iss: 3 Winter 1993
84. Carpenter, Mason A; Wm Gerard Sanders & Hal B Gregersen; Bundling human capital with orgainzational context: The impact of international assignment experience on multinational firm performance and CEO pay; Academy of Management Journal, Mississippi State; Jun 2001; Vol. 44, Iss. 3; pg. 493
    • This study develops a resource and dynamic capability-based arguments that CEOs with international assignment experience create value for their firms and themselves through their control of a valuable, rare, and inimitable resource. Supporting this view, US multinational performed better with CEOs with international assignment experience at their helms, especially when such human capital was bundled with other organizational resources and capabilities. Moreover, in highly global firms, CEOs with international assignment experience appropriated a greater proportion of performance in their pay.
85. Carraher, Shawn M. , Geralyn McClure Franklin, John A. Parnell & Sherry E. Sullivan : Entrepreneurial service performance and technology management: A study of China and Japan - Journal of Technology Management in China; Volume: 1 Issue: 1; 2006
86. Cava, Anita; Mayer, Don : Gender discrimination abroad, Business & Economic Review, Vol: 40 Iss: 1 Oct-Dec 1993
    • US companies have had to take on an increasingly international dimension. Consequently, managers in multinational businesses need international experience to operate at optimum levels. In gaining this experience, female managers may encounter gender discrimination in foreign cultures. The courts have established that corporations which assign a US citizen to a post in a foreign country must treat that person as if he or she were in the US, regardless of local customs and traditions. Recent Supreme Court cases suggest several legal/human resource strategies that could be used to prevent litigation when US and host country standards differ on gender discrimination. It is recommended that disputes be avoided by thoughtful selection, education, and preparation of employees sent to work in different cultures abroad. Should a dispute arise, arbitration or mediation is preferred over litigation. The best overall strategy is to develop and implement a well-conceived policy that ensure gender equality.
87. Cavusgil, Tamer; Yavas, Ugur; Bykowicz, Sandy : Preparing Executives for Overseas Assignments, Management Decision, Vol: 30 Iss: 1 , 1992
    • A comprehensive 14-week predeparture training program and an on-location orientation session that companies may find useful in minimizing premature returns among the personnel they transfer to overseas assignments is presented. Excluding the very first session where the philosophy and goals of the program are communicated to the trainees, the program is comprised of language studies, documentary and practical information sessions, sensitivity training, and field experiences. An on-site program should get under way within a week after arrival. Volunteers should be canvassed from expatriate families as well as from the foreign community to help with the indoctrination and adjustment. To address long-term concerns, on-site supportive services and ongoing social activities for expatriates and their families, especially teenagers, need to be organized. Part of expatriates' stress comes from the uncertainty of what position they will assume upon return from the overseas assignment. To combat this, a mentor in the home office should be assigned to the expatriate.
88. Cerdin, Jean-Luc; Peretti, Jean-Marie : Trends and emerging values in human resource management in France, International Journal of Manpower ; Volume 22 ; No. 3 ; 2001
    • The demographics and the legal and political characteristics of the French environment impact strongly on HR practices in France. Career management, recruitment, training and compensation are chosen in order to highlight some French specificities. An evaluation of the HR function indicates that it should move towards a strategic role. A move towards people management is also perceived. At the beginning of the 2000s, HRM in France exhibits five main trends summed up in this article.
89. Chan, Andy W; Managing human resources across the border: Two cases of Hong Kong-based joint ventures in China International Journal of Management; Poole; Dec 1999; Volume: 16, Issue: 4, Start Page: 586-593
    • The study explores how foreign-invested companies transfer management practices from the capitalist Hong Kong across the border to the socialist China. An electronics multinational corporation transplants Hong Kong's key HRM systems like recruitment, remuneration and performance appraisal, into China with satisfactory results. Another medium-sized garment manufacturer operating without systematic management practices faces various workplace problems due to mismanagement and contextual differences. Managers solely relying on instinct and past experience from Hong Kong would encounter difficulties in managing Chinese workers.
90. Chan, Christopher C.A.; Pearson, Cecil A.L. : Comparison of managerial work goals among Bruneian, Malaysian and Singaporean managers, The Journal of Management Development ; Volume 21 ; No. 7 ; 2002
    • A need to facilitate effective international business encounters, which are underpinned by the personal values of managers, has led to significant pragmatic interest in understanding work goals cross-culturally. This study examines the work goals of 468 managers from the three industrializing nations of Brunei, Malaysia and Singapore. The results reveal some consensuses as well as differences in managerial work goals. The three dominant work goals included opportunity to learn, interesting work and good match with abilities and experience. Implications for the findings are discussed.
91. Cheah-Liaw, Gladys; Petzall, Stanley; Selvarajah, Chris : The role of human resource management (HRM) in Australian-Malaysian joint ventures, Journal of European Industrial Training ; Volume 27 ; No. 5 ; 2003
    • Examines human resource management (HRM) for successful Australian-Malaysian joint ventures (JVs), on the basis of survey data and case studies. The findings suggest that each phase of JV development had its own pattern of HR practices. Three phases of development were distinguished - initiation, transitional, and maturational. The first phase involved selecting, recruiting and training a skilled workforce and formulating rudimentary human resource policies. Cultural differences were most marked in this phase. The second phase, after three years of operation, involved evolution of human resource policies better suited to local conditions, and more polycentric management staffing. The final phase, after six years of operation, saw the development of a distinctive human resources system, and the minimisation of cultural differences as an operational issue. In this phase there was also a move to more geocentric management staffing. Other HR issues discussed are changing roles and relationships between JV partners in the different phases of development, and factors for JV success in the context of Australian-Malaysian JVs.
92. Chen, Wen-Hsien : The human side of total quality management in Taiwan: leadership and human resource management, International Journal of Quality and Reliability Management; Volume 14 No. 1; 1997
    • Total quality management (TQM) is widely recognized as an effective approach to enhance a firm's competitive advantage. In addition to technical elements such as statistical process control, product design, etc. the successful implementation of TQM requires senior executive leadership and effective human resources management. Examines the leadership and human resources management of TQM in Taiwan. Data were collected from field interviews and questionnaire surveys conducted in US and Japanese subsidiaries, and local firms. Criteria stipulated in the Malcolm Baldrige National Quality Award of the USA were used to assess the quality of leadership and human resources management. Results of MANOVA (Multivariate analysis of variants) reveal that a company with larger sales revenue, a larger number of employees, or with greater production automation manifests better leadership and human resources management. The chi-square test shows that foreign-invested companies are superior to local firms in leadership. Canonical correlation analysis concludes that both leadership and human resources management are positively correlated with the management effectiveness of the quality department. Discusses the managerial implications of these research findings.
93. Cheng Low, Patrick Kim : Father leadership: the Singapore case study , Management Decision; Volume: 44 Issue: 1; 2006
    • To show and analyse the concept, practice, problems and prospects of father leadership in Singapore. The study also proposes such practices in Asian countries. The focus group participants, were mostly of experienced corporate and business leaders, and did not represent a cross-section of the population; they were made of business people because of the peculiarities of Singapore's history and economy. The Singapore Government leads the way and father leadership is widely practiced. An analysis is also made of the management approach, problems and prospects of father leadership as practised in Singapore with its practices proposed in other Asian countries. Limitations include time and costs constraints; otherwise more focus group sessions can be held and the focus group participants, mostly of experienced corporate and business leaders, did not represent a cross-section of the population; they were made of business people because of the peculiarities of Singapore's history and economy. It is argued that a synonymous match exists between the national culture and business culture in Singapore; hence the selection of the business people in the focus group. That synonymous match is primarily because of the country's small size and lack of natural resources, and because since its birth as a modern nation, Singapore is dependent on human capital and relies strongly on its economy for its survival and growth.
94. Chevrier Sylvie : Le management des équipes interculturelles, Presses Universitaires de France, Paris, 2000,
95. Chew, Irene; Goh, Mark : Some future directions of human resource practices in Singapore, Career Development International; Volume 2 No. 5; 1997
96. Chiavenato, Idalberto ; Advances and challenges in human resource management in the new millennium; Public Personnel Management, Washington; Spring 2001; Vol. 30, Iss. 1; pg. 17, 10 pgs
    • The world of human resource management is changing more rapidly than can be imagined. Constant environmental changes mean that human resource managers face constant challenges. They must respond by taking advantage of gradual yet profound changes in the nature of the field, current practices, and overall human resource management policies, mission and vision.
97. Child, J. (1981). Culture, contingency and capitalism in the cross-national study of organizations. In L. L. Cummings & B. M. Staw (Eds.), Research in organizational behavior (Vol. 3, pp. 303356). Greenwich, CT: JAI.
98. Child, John; Markoczy, Livia Host-country managerial behaviour and learning in Chinese and Hungarian joint ventures , The Journal of Management Studies; Oxford; Jul 1993;; Volume: 30, Issue: 4
    • Close similarities in the behavior reported of host country managers in Chinese and Hungarian joint ventures have emerged from recent research.. An assessment is offered of 4 perspectives which purport to account for managerial behavior in these contexts, namely those referring to the system of industrial governance, the nature of industrialization, national culture, and resistance to change. The system of industrial governance provides the most direct and comprehensive explanation, and is also linked with influences from national culture and industrialization. The modes of host country learning in process within the joint ventures is examined as foreign partners endeavor to change the behavior of local managers.
99. Chow, Chee W. ,Michael A. SHIELDS & Anne WU : The importance of national culture in the design of and preference for management controls for multi-national questions, Accounting, Organizations and Society 24 (1999) pp 441-461 Note explicative et commentaires
100. Clark; Timothy, David Grant; Marielle Heijltjes : Researching comparative and international human resource management, International Studies of Management & Organization; White Plains; Winter 1999/2000;
     • To date, there have been a series of review articles of the cross-cultural management/organization literature that have given a detailed picture of the nature of the research undertaken to answer two key questions: 1. What is general and universal in the management of organization? 2. What is peculiar or specific to one nation or culture. In addressing these issues, researchers have described the conceptual, theoretical, and methodological problems encountered and the solutions proposed. However, no equivalent review exists of the literature concerning comparative and international HRM. A major purpose of this article is to remedy this deficiency by reporting the findings of a review of the literature in 29 leading human resource management, management, and related social science journals published between 1977 and 1997. The primary focus of the analysis is on methodological questions, rather than on substantive matters related to articles' specific findings.
101. Cleveland, Jeanette N; Patrick Gunnigle; Noreen Heraty; Michael Morley; Kevin R Murphy : US multinationals and human resource management: Evidence on HR practices in European subsidiaries , IBAR; Dublin; 2000;Volume: 21 Issue: 1
     • Jeanette Cleveland and her colleagues examine the HRM practices and behavior of US-owned multinational companies (MNCs) in Europe. They test the hypothesis that US-owned MNCs can be distinguished from their European counterparts in terms of their HRM practices and provide an assessment of international differences in HR practices, raising a number of insightful questions as to the wide variations found across the sample population.
102. Cochran, Daniel S; Oguhebe, Festus; Capela, Louis M : Comparison of Nigerian and United States cultural norms by United States expatriate executives in Nigeria, International Journal of Management, Vol: 11 Iss: 4 Dec 1994
     • US expatriate managers in Nigeria compared their perceptions of Nigerian cultural patterns and norms with US culture. Culture gaps were found in 19 of the 20 cultural dimensions studies. However, large cultural gaps did not necessarily result in major problems to expatriat managers in their decision-making capacity.
103. Cohen, Jeffrey R; Pant, Laurie W; Sharp, David J : Culture-based ethical conflicts confronting multinational accounting firms, Accounting , Vol: 7 Iss: 3 Sep 1993
104. Collings, David G : HRD and labour market practices in a US multinational subsidiary: the impact of global and local influences, Journal of European Industrial Training ; Volume 27 ; No. 2 ; 2003
     • This paper examines the extent to which the human resource development (HRD) and labour market dynamics of a US multinational subsidiary in Ireland are influenced by global and local factors. Specifically the study examines the dynamic between central control and subsidiary autonomy in relation to HRD and labour market management. Using a single case study, the author explores the extent to which the subsidiary is constrained or enabled by virtue of its US heritage, and the relative impact of the Irish environment on its operation. The findings indicate that the subsidiary possesses considerable autonomy in relation to content aspects of HRD interventions while corporate interest was primarily focused on budgetary issues. Turning to labour market management, it is argued that the subsidiary's long-term focus is characteristic of the welfare capitalist approach to HR management. The main manifestations of this approach in the case company are outlined, while also acknowledging the impact of sectoral and company specific factors in shaping HRD and labour market management in the subsidiary.
105. Copeland, Lennie : Terrorism: The Mouse That Roars, Personnel Administrator Vol: 32 Iss: 9 Sep 1987
     • Sophisticated terrorists have added telemarketing to their publicity campaign of terror with very effective results. Since the US bombing of Libya, terrorists have declared open season on all UK and US citizens living abroad. The net effect has been a wholesale disruption of US business, tourism, and diplomacy overseas. Human resource professionals must deal with the subject of terrorism if the company's employees travel or work abroad. Security training for these employees should be designed to: 1. assuage unrealistic fears, 2. replace misinformation with the facts, and 3. encourage a sensible attitude, preparedness, and capacity for appropriate response to a threat. Although the actual risk of becoming the victim of terrorism is small, international travelers do have a greater exposure to risks. This exposure can be greatly reduced. Experts note several fundamental principles of security: 1. Focus only on the real risks and vulnerabilities. 2. Be prepared, especially for the worst. 3. Be security conscious.
106. Costa, Jorge : The Portuguese tourism sector: key challenges for human resources management - International Journal of Contemporary Hospitality Management; Volume: 16 Issue: 7; 2004
     • Discusses economic and employment patterns in Portugal as they relate to tourism and the economic downturn following linked with the SARS outbreak and international terrorism. Relates macro tourism trends to the challenges facing the tourism sector in Portugal and the specific operational issues facing hoteliers: quality management, product differentiation; market diversification; marketing and productivity. Relates these and other issues to a roundtable discussion with participants from industry and education and concludes that a national strategy for human resources training and development is needed, together with a code of ethics for human resource management in the Portuguese tourism sector.
107. Cyr, Dianne J; Schneider, Susan C : Implications for learning: Human resource management in east-west joint ventures, Organization Studies, Vol: 17 Iss: 2 Date: 1996
108. Daly, John L ; Strategic suggestions for survival when providing public administration training in under-developed settings: The case of Swaziland; Public Personnel Management, Washington; Spring 2001; Vol. 30, Iss. 1; pg. 45, 9 pgs
     • This article offers strategies for improving one's technical assistance and training effectiveness in underdeveloped managerial setting. The author's suggestions are based on observations gained while providing technical assistance and training to government officials and civil servants in the Kingdom of Swaziland during 1998 and 1999. The examples provided relate to Swaziland. Nevertheless, they are applicable in many other similar settings. These survival strategies will be of great value to individuals seeking coping skills in unfamiliar surroundings. This is particularly true for first-time international consultants.
109. D'Annunzio-Green, Norma : Developing international managers in the hospitality industry, International Journal of Contemporary Hospitality Management; Volume 9 No. 5; 1997
110. Delany, Kevin : Crisis on the hiring line; Pharmaceutical Executive, Eugene; Nov 2001; Vol. 21, Iss. 11; pg. 52, 5 pgs
     • Most pharma companies have already experienced some difficulty recruiting and retaining key staff, but those problems are insignificant compared with what they will face during the next two decades as the traditional talent pools dry up. Currently, 1.25 million people work in the pharmaceutical sector, but demographic and social pressures, together with dramatic changes in the industry itself, will make it increasingly difficult for companies to obtain the human capital they need. This article examines how those changes will affect the industry today and in the future. It focuses on three key issues: the struggle to recruit new talent, the emergence of new organizational models, and the future of pharmaceutical human resources.
111. Davidson, Hamish : Recruiting for success: challenges and solutions: The lessons from 18 years at the cutting edge Human Resource Management International Digest; Volume: 12 Issue: 7; 2004
     • Attracting top talent to an organization has never been more difficult, according to a senior recruiter with more than 18 years experience. Hamish Davidson, Veredus Executive Resourcing chairman, described some of the lessons he has learned while recruiting for the public, private and not-for-profit sectors, when he gave the 2004 summer lecture at Bradford University School of Management, UK.Human Resource Management International Digest editor David Pollitt was there.
112. Davies, Stephen N.G. : Maritime history, sustainable development and resource management - Property Management; Volume: 24 Issue: 2; 2006
113. Davis, Peter : Beyond human resource management in co-operatives - Cross Cultural Management: An International Journal; Volume: 13 Issue: 1; 2006
114. Derr, C Brooklyn; Oddou, Gary : Internationalizing managers: Speeding up the process, European Management Journal, Vol: 11 Iss: 4 Dec 1993
     • Most multinational companies agree that their managers need international expertise, but a recent survey surprisingly revealed that more than 1/2 of the large European corporations participating in the study lacked a strategy - either in writing or as a commonly articulated value - for internationalizing their managers. Not only must cutting-edge companies implement this process, but they have to find ways to speed it up to stay competitive. A 1991 survey conducted with 105 European multinationals employing an average of 30,000 workers each is discussed. The respondents, usually directors of human resource management and management development, identified the current strategies most frequently used to internationalize their firms, the importance assigned to these strategies, and short-range trends. The different challenges presented by attempting to internationalize senior managers as compared to junior managers are also discussed. Recommendations are made about expatriation/repatriation, and suggestions are given for newer, faster practices for internationalizing managers.
115. Dhillon, B.S. & Y. Liu : Human error in maintenance: a review Journal of Quality in Maintenance Engineering; Volume: 12 Issue: 1; 2006
     • A maintenance person plays an important role in the reliability of equipment. It is also a well-known fact that a significantly large proportion of total human errors occur during the maintenance phase. Human error in maintenance is a subject which in the past has not been given the amount of attention that it deserves. This paper will be useful to people working in the area of maintenance engineering, as it presents a general review of literature published on maintenance errors in various sectors of industry. The paper contains a comprehensive listing of publications on the field in question and their classification according to industry. The paper will be useful to researchers, maintenance professionals and others concerned with maintenance to understand the importance of human error in maintenance.
116. Doktor, R., Tung, R. L., & von Glinow, M. A. (1991). Incorporating international dimensions in management theory building. Academy of Management Review, 16, 259-261.
117. Downes, Meredith; Thomas, Anisya S; Singley, Rodger B : Predicting expatriate job satisfaction: the role of firm internationalization, Career Development International ; Volume 7 ; No. 1 ; 2002
     • This study is based on the premise that, as organizations gain experience in the international marketplace, the determinants of job satisfaction for expatriate managers will vary. It is hypothesized that significant learning, manifested in firm international experience, will moderate the effects of work/life experience, mentorship, training and environmental benevolence. Findings partially support this theoretical argument and confirm the expectation that the impact of mentoring on satisfaction will lessen over the course of firm internationalization. Further, the impact of training on expatriate satisfaction was more pronounced for highly internationalized firms than for those with limited exposure abroad. Results of the empirical tests are provided, and their implications are discussed.
118. Downes, Meredith; Anisya S Thomas; Knowledge transfer through expatriation: The U-curve approach to overseas staffing - Journal of Managerial Issues; Pittsburg; Summer 2000; Source (subtitle): JMI, Volume: 12, Issue: 2, Start Page: 131-149, ISSN: 10453695
     • Recognizing that the effective management of intellectual capital is critical to organizational performance, this article offers one perspective on the motivation behind expatriating key personnel to overseas locations. In particular, it is suggested that an organization will pursue seemingly ethnocentric human resource practices in order to glean lessons from its overseas experiences, some of which may be applicable to a variety of markets in which the firm operates. Results show that organizations tend to pull back on the use of expensive expatriate assignments after considerable overseas experience has been gained.
119. Downes, Meredith; Thomas, Anisya S; McLarney, Carolan : The cyclical effect of expatriate satisfaction on organizational performance: the role of firm international orientation, The Learning Organization ; Volume 7 ; No. 3 ; 2000
     • This study explores the role of expatriate satisfaction in organizational performance. It also posits that international transfer of knowledge and corporate learning are determinants in the overall satisfaction of expatriate managers. Moreover, as organizations gain international experience, their expatriate managers contribute to the global learning of the firm. This corporate learning provides the tools (e.g. foreign market experience and know-how) for future expatriate managers and increases the likelihood of positive overseas experiences. Results from 132 expatriates of Fortune 500 firms indicate that satisfaction is significantly related to the performance of the organization as a whole and, further, that this relationship will vary depending on the international orientation of the organization.
120. Dunbar, Roger L M; Bird, Allan : Preparing managers for foreign assignment: The Expatriate Profile program, Journal of Management Development, Vol: 11 Iss: 7 1992
     • Expatriate Profile (EP), a personal computer program developed at New York University, was designed to help managers to ask appropriate and relevant questions about their foreign assignment and to reach answers about the different ways in which they should prepare themselves. EP is a self-managed, experiential learning program that seeks to obtain information on: 1. the manager accepting the assignment, 2. the nature of the position, and 3. the organization and the unit in which the manager will be working. EP simulates and makes concrete how managers who have been assigned overseas perceive their new role in the company and their preparation for that role. It matches and compares these perceptions with findings from various research fields, then raises additional questions and implications. The developers of EP view the program as a joint effort linking academic theory with management practice in such a way as to be beneficial to both.
121. Earley, P. C., & Singh, H. (1995). International and intercultural management research: What's next? Academy of Management Journal, 38, 327-340.
122. Edstrom, Anders; Galbraith, Jay : Alternative policies for international transfers of managers, Management International Review, Vol: 34 Iss: (Special Issue) First Quarter 1994
123. Elashmawi, Farid, & P.R. Harris. Multicultural Management: New Skills for Global Success. Gulf (Houston, TX), 1993
124. Ensign, Prescott C; The multinational corporation as a coordinated network: Organizing and managing differently - Thunderbird International Business Review; New York; May/Jun 1999; Volume: 41, Issue: 3, UMI Publication No.: 01814260, Start Page: 291-322
     • A multinational corporation has a number of unique advantages. Of these, the flexibility to operate as a coordinated multinational network places the strategic emphasis on resources and learning. Coordination and integration are needed to provide coherence in resource commitments. Operating as a coordinated multinational network can provide the flexibility needed to implement global strategies. A network organization results in linkages and interrelationships that require organizing and managing differentially. A study focuses on the organizational and managerial characteristics that are needed to operate as a coordinated multinational network. The study also discusses the changes needed in structural mechanisms and systems. Explored are the planning process, performance evaluation and control, information technology/management information systems, and human resource management.
125. Erden, Deniz : Impact of Multinational Companies on Host Countries: Executive Training Programs, Management International Review, Vol: 28 Iss: 3 Third Quarter 1988
126. Erondu, Emmanuel & Alex Sharland; Managerial competence in Nigerian firms: An empirical and comparative analysis Multinational Business Review; Detroit; Fall 2002;
     • The economies of many African countries continue to struggle to attract external private investment capital. Part of the problem is that external investors do not perceive African companies to be as competent as western counterparts. This study analyzes the issue of managerial competence in a multinational and multicultural environment. Data is gathered from personnel managers to compare how managerial competence is perceived in Nigeria and the UK. The results indicate that both British and Nigerian managers perceive current competent management practice in a different light than future competent management practice. The implications of the results are discussed.
127. Essex, William : Cash in the Caribbean, Resident Abroad, Aug 1994
128. Essex, William : Life stories, Resident Abroad; London; Sep 1994
     • There are 3 major reasons for writing about the Isle of Man. First, there is about to be a wage spiral there, work permits are not a problem and, if one is in the money business, the main employers are predicting more good years ahead. Second, the Isle of Man is a good place for expatriate money. Third, the Isle of Man has a low-tax environment. Finance is the largest single component of the Manx economy, and the one with the greatest influence on how the island develops from now on. This has some interesting implications for the island, most of them good. The insurance sector is experiencing substantial growth. Insurance professionals say that these have not been times for launching lots of new products, but for improving existing product ranges and thinking more carefully about the purpose for which such products can be used. The banking sector is also a lot busier than it was a year ago, partly due to UK-related reasons, according to James Stokoe of Standard Chartered. The UK is coming out of recessionary times, and the Labour party is looking much stronger.
129. Essex, William : Stable, flexible and irrelevant? Resident Abroad; London; Oct 1994
     • The best advice to a newcomer to the offshore-financial world is to solve the where to invest question by sticking with a big-name financial institution. Such a company will have an onshore reputation to protect; it will stick to safe territories where there is little chance of its reputation being tarnished by association with nefarious activities down the street. The role of financial centers is not to sell the depositor anything, but to impose restraints on those who are selling. They should be judged by the behavior of their resident financial institutions. The investor should ask questions about what is being offered.
130. Essex, William : Alternatives to surrender, Resident Abroad; London; Jan 1995
     • Life insurance companies quote the surrender value of an endowment policy based on their unwillingness to give up the income stream that the premiums would otherwise generate. There are much better ways to handle an unwanted endowment policy than to surrender it. The alternatives are selling the policy, using the policy as security for a loan, or keeping the policy at a reduced level. Estimates vary as to the return the policyholder gets from selling a policy, but as a rough guide the figure is between10% and 30% more than the surrender value. The potential size of the market is drawing traders and making it competitive.
131. Essex, William : A small and boring revolution Resident Abroad; London; Jun 1995
     • In an address to Guernsey's local Institute of Management, the island's supreme banking regulator John Roper likened the building up of the financial sector to a meringue, with all the strength of a meringue. Wide opinion in Guernsey's financial community was amused but resigned. However, the point of the speech was not missed. Guernsey has been very successful as a business community and it has attracted a lot of business. The population of the island, however, is not big enough to support the highly intensive finance industry. There is a movement to cut down on the number of permits issued to foreign employees. In his speech, Roper was calling for training to bring the locals up to international standards as well as for easier entry for qualified outsiders. The concept of buying managed bank services from a financial institution already established in Guernsey is not new nor is it particularly unusual. It is being encouraged on Guernsey as a solution to space and population problems.
132. Essex, William : Got your currencies licked? Resident Abroad; London; Nov 1995
     • Prudent financial management for cautious expatriates is a matter of identifying their start currency. Having done that, they should either stick to it for investment purposes, straying only for the most basic living costs, or strictly limit their transfers from it. One option is a currency account in an offshore center. All the currencies can be included at the same bank under the same account number. Switches between currencies in a multicurrency account are generally made without charge. The best advice on currency management might be to maintain a balance in the currencies in which there are liabilities, shifting funds between them whenever exchange rates offer a favorable opportunity, rather than whenever a need arises
133. Essex, William : Don't go near the water, Resident Abroad; London; Feb 1996
     • There are 2 things to know about living in another country. The first is that the potential health risks are not the same as they were at home, and the 2nd is that the immune system does not develop new immunities to add to the ones already present. When working out an effective strategy for protecting their health, expatriates should begin by dividing the potential risks into 2 groups - high-profile and low-profile risks. Some potential sources of danger include: 1. high altitude, which can aggravate heart problems, 2. swimming, 3. extremes of temperature, 4. bare feet, and 5. leather, which can carry anthrax if not properly treated
134. Essex, William : Everything you wanted to know about living overseas ... Resident Abroad; London; Feb 1996
     • An individual going to live overseas should have access to sources of legal and contract advice, UK and overseas tax advice, financial and investment advice, and country-specific and general cultural advice. Points to bear in mind on host-country tax liability are: 1. The tax paid might depend on where the contract of employment was negotiated. 2. Assets taken into the country may only be exportable again at the end of the stay if it can be shown that they were brought in by proper means. All tax and financial advisors should be members of a professional body which regulates their behavior. Country and cultural advice tends to be supplied by employers in advance of a contract, via briefing organizations that often work for companies and not individuals.
135. Essex, William : Is the party over? Resident Abroad; London; Dec 1996;
136. Ettorre, Barbara : A brave new world: Managing international careers, Management Review, Vol: 82 Iss: 4 Apr 1993
     • Innovative US companies are managing their overseas employees in new ways and are slowly beginning to integrate international experience effectively into the company at large. International assignments are being regarded as logical and required steps in career paths. The key is to involve top corporate officers and senior human resource professionals in order to seek the goal of "a global competency inventory." Another important element is to include globalization issues in senior management performance evaluations, complete with specific goals. Because all employees have different learning curves when it comes to global expertise, it is advised that global training and orientation programs be implemented. A few companies have begun to use repatriated employees to coach other employees about to be posted abroad.
137. Etzioni, A., Comparative Analysis of Complex Organizations, New York: Free Press 1961.
138. Evans, David : Creating value from cross-cultural teams: An example of Franco–British collaborative ventures Cross Cultural Management: An International Journal; Volume: 13 Issue: 4; 2006
     • To demonstrate the added value potential of cross-cultural teams specifically related to Franco–British joint ventures. The paper begins by outlining the current context in M&As across Europe, then homes in on the specific trade links between France and the UK. To what extent are cultural differences a hindrance or a driving force in attaining mutual performance goals? The main findings are collected from a survey of 300 companies in France and the UK carried out in 1999. The respondents were HR managers, training officers or middle managers in general. The research was supplemented by three in-depth, semi-directive interviews with HR managers at BP, Vivendi and Eurotunnel. The research uncovers some of the main obstacles encountered when setting up Franco–British teams. Certain factors such as education systems, training systems and employment norms are brought to the forefront in an attempt to explain these fundamental differences.
139. Evans, P. A., Management Development as Glue Technology, Human Resource Planning, 25, 1992
     • In the global enterprise, a major task of management development is to provide organization "glue" - integrating subsidiaries and other units that require their own autonomy. The limits to which a company can handle differentiation and decentralization are set by its ability to handle the complementary challenge of integration. Integration is the challenge with 3 elements - directions (goals, visions, and targets), control, and coordination. Integration capabilities are built up progressively through the application of glue to the linkage points where it is needed. Career management can be a very powerful glue technology. Managed mobility results in, among other things: 1. individual management development, 2. cross-cultural competency, 3. broadened perspectives and relationships, and 4. transfer of learning. Vision must be rooted in reality, and values must mobilize energy and action. Thus, the output of this process must be both general and specific.
140. Evans, W. A., Hau, K. C., & Sculli, D. (1989). A cross-cultural comparison of managerial styles. Journal of Management Development, 8(3), 5-13.
141. Fang, Tony : Negotiation: the Chinese style, Journal of Business & Industrial Marketing; Volume: 21 Issue: 1; 2006
     • To examine the nature of Chinese business negotiating style in Sino-Western business negotiations in business-to-business markets involving large industrial projects from a social cultural point of view. A conceptual approach developed from personal interviews. This study reveals that the Chinese negotiator does not possess an absolute negotiating style but rather embraces a mixture of different roles together: “Maoist bureaucrat in learning”, “Confucian gentleman”, and “Sun Tzu-like strategist”. The Chinese negotiating strategy is essentially a combination of cooperation and competition (termed as the “coop-comp” negotiation strategy in this study). Trust is the ultimate indicator of Chinese negotiating propensities and role choices. Differing from most other studies on Chinese negotiating style which tend to depict the Chinese negotiator as either sincere or deceptive, this study points out that there exists an intrinsic paradox in Chinese negotiating style which reflects the Yin Yang thinking. The Chinese negotiator has a cultural capacity to negotiate both sincerely and deceptively and he/she changes coping strategies according to situation and context, all depending on the level of trust between negotiating partners.
142. Feely, Alan J; Harzing, Anne-Wil : Language management in multinational companies, Cross Cultural Management ; Volume 10 ; No. 2 ; 2003
     • The importance of language management in multinational companies has never been greater than today. Multinationals are becoming ever more conscious of the importance of global coordination as a source of competitive advantage, and language remains the ultimate barrier to aspirations of international harmonisation. The article reviews the solutions open to multinational companies in term of language management. Before that, however, it discusses the aforementioned trend to globalisation outlines the dimensions of the language barrier and illustrates its consequences.
143. Feldman, Daniel C; Thomas, David C : Career Management Issues Facing Expatriates, Journal of International Business Studies, Vol: 23 Iss: 2 Second Quarter 1992
144. Feldman, Daniel C; Tompson, Holly B : Expatriation, repatriation, and domestic geographical relocation: An empirical investigation of adjustment to new job assignments, Journal of International Business Studies, Vol: 24 Iss: 3 Third Quarter 1993
145. Feltes, Patricia; Robinson, Robert K; Fink, Ross L : American female expatriates and the Civil Rights Act of 1991: Balancing legal and business interests, Business Horizons, Vol: 36 Iss: 2 Mar/Apr 1993
146. Ferner, Anthony ; Javier Quintanilla; & Matthias Z Varul; Country-of-origin effects, host-country effects and the management of HR in multinationals: German companies in Britain and Spain; Journal of World Business, Greenwich; Summer 2001; Vol. 36, Iss. 2; pg. 107
     • This article presents evidence from recent case-study research on German multinationals operating in Britain and Spain. It is argued, first, that there are pressures on these companies to adopt many standard "Anglo-Saxon" business practices in human resources and industrial relations, such as standardized international policies on appraisal, performance, management development, and an explicit, formalized corporate "culture." Second, however, significant manifestations of the influence of the German business system persist, including a long-termist orientation, and a management approach based on co-operation. "Anglo-Saxon" practices are absorbed into this prevailing German managerial culture, and as a result operate in a distinctively "German" way. Third, the country-of-origin effect is mediated by the institutional constraints of different national host environments. But even in highly regulated contexts, such as Spain, companies were able to create sufficient flexibility to preserve elements of a German style.
147. Ferner, Anthony : Country of origin effects and HRM in multinational companies, Human Resource Management Journal, Vol: 7 Iss: 1; 1997
148. Ferner, Anthony & Matthias Varul; Vanguard' subsidiaries and the diffusion of new practices: A case study of German multinationals, British Journal of Industrial Relations; London; Mar 2000; Volume: 38, Issue: 1, Start Page: 115-140, ISSN: 00071080
149. Fey, Carl F ; The effect of human resource management practices on MNC subsidiary performance in Russia; Journal of International Business Studies, Washington; First Quarter 2001; Vol. 32, Iss. 1; pg. 59
     • This study investigates the relationship between human resource management and the performance of 101 foreign-owned subsidiaries in Russia. The study's results provide support for the assertion that investments in HRM practices can substantially assist a firm in improving performance. Further, different HRM practices for managerial and nonmanagerial employees are found to be significantly related to firm performance. Only limited support, however, is obtained for the hypothesized relationship between efforts at aligning HRM practices with firm strategy and subsidiary performance.
150. Ferraro, Gary. The Cultural Dimension of International Business, 3rd ed. Prentice-Hall (Englewood Cliffs, NJ), 1998
151. Fields, Dail , Andrew Chan, Syed Akhtar &Terry C. Blum : Human resource management strategies under uncertainty: How do US and Hong Kong Chinese companies differ? Cross Cultural Management: An International Journal; Volume: 13 Issue: 2; 2006
152. Fish, Alan; Wood, Jack : HRM and international expatriate management: A strategic link for Australian business, International Journal of Career Management, Vol: 5 Iss: 4, 1993
153. Fish, Alan; Wood, Jack : A challenge to career management practice. The International Journal of Career Management; Hong Kong; Vol: 5 Iss: 2, 1993
     • Given the diversity between the literature and the growing practice of inter-firm and international mobility on the part of managers and executives, there is a need to identify and evaluate the various factors relevant to this practice and, as a result, provide a more informed understanding of the career mobility of managers at an international level. Strategic skills and career management practices which encourage a searching out of individuals with varying skills and the ability and motivation to operate in a variety of cultural settings and under varying business circumstances is to be encouraged. International career development practices need to be directed at initiatives and activities which allow managers to identify appropriate attitudes and behaviors required of varying circumstances. They should foster the appropriate management competences that support not only the required behavior but also, and more importantly, the strategic direction of the business enterprise.
154. Fish, Alan; Wood, Jack : Integrating expatriate careers with international business activity: Strategies and procedures. The International Journal of Career Management; Hong Kong; Vol: 6 Iss: 1, 1994;
     • An argument is made for increased attention to developing a strategic link between international business activity and the human resource management and career management functions that purport to support such business activity. Some of the problems potentially experienced by firms in the international marketplace and their expatriates are addressed by an overview of research that is currently under way with respect to the expatriate career management practices of selected Australian organizations. In addition, identification is made of some of the more important concerns that existing empirical and case study research on expatriate career management has shown in terms of the types of career initiatives to which organizations need to pay attention, prior to an overseas move by their staff, during an overseas appointment, and when repatriating staff.
155. Flores, E (1972). The applicability of American management practices to developing countries: A case study of the Philippines. Management International Review, 12(1), 83-89.
156. Fogel, Irving M : Managing away from home; Industrial Management, Norcross; Jan/Feb 1999; Vol. 41, Iss. 1;
157. Forman, Marcy M. : Combating terrorist financing and other financial crimes through private sector partnerships ,Journal of Money Laundering Control; Volume: 9 Issue: 1; 2006
     • Partnerships between the public and private sectors represent one of the strongest means to detect, deter, disrupt and deny terrorist and other criminal organizations illicit profits and material support required to fuel their evil acts. The purpose of this paper is to discuss and illustrate through case study, the importance of public and private sector partnership in combating terrorist financing and other financial crimes. Two case studies are presented demonstrating how the public and private sectors can collaboratively work to target how criminal organizations earn, move and store their illicit profits. Highlighted is US Immigration and Customs Enforcement's (ICE's) outreach and partnership program, Cornerstone. Through working partnerships with US financial, trade, manufacturing and transportation sectors, Cornerstone's goal is to eliminate systemic vulnerabilities that could be exploited by terrorist and other criminal organizations. ICE provides the private sector with information on trends, patterns, and “red flag” indicators that are identified during criminal investigations. This information can be used by the private sector to assist in establishment of internal controls and systems designed to protect their institutions from criminal exploitation. Sharing identified vulnerabilities and information with trusted private sector partners, is the first line of defense against financial crimes, and the cornerstone of private/public partnership. The paper stresses that all nations must recognize that any criminal act – whether driven by profit or ideology – threatens a nations economic security and integrity. In today's global economy, this impact can have devastating consequences transcending many borders.
158. Formica, Sandro & Ken McCleary Professional-development needs in Italy , Cornell Hotel and Restaurant Administration Quarterly; Ithaca; Apr 2000;; Volume: 41 Issue: 2 Start Page: 72-78 ISSN: 00108804
     • Many of Italy's hotel owners and managers desire: 1. a greater awareness of the forces driving today's hospitality industry and 2, training the proper skills to manage an increasingly sophisticated and competitive business. The growth and development of new tourist attractions and the increasing international opportunities offered by the Americas and Pacific-rim territories have eroded the market share once enjoyed by traditional tourist destinations, such as Italy. The changes in destination popularity and growing international competition have forced many hotel executives to modify their managerial emphasis from an operational to a marketing focus. As a consequence, management-training programs have become popular among hotel managers internationally.
159. Frazee, Valerie : Expert help for dual-career spouses; Workforce, Costa Mesa; Mar 1999; Vol. 4, Iss. 2;
160. Frazee, Valerie : Is the balance sheet right for your expats?; Workforce, Costa Mesa; Sep 1998; Vol. 3, Iss. 5;
161. Frazee, Valerie : Keeping your expats healthy; Workforce, Costa Mesa; Nov 1998; Vol. 3, Iss. 6;
162. Frazee, Valerie : Send your expats prepared for success; Workforce, Costa Mesa; Mar 1999; Vol. 4, Iss. 2
163. Frederick, W Richard; Rodriguez, Adolfo de la Fuente : A Spanish Acquisition in Eastern Germany: Culture Shock , Journal of Management Development; Volume 13 No. 2; 1994
164. Fung, Shirliey : How should we pay them?; Across the Board, New York; Jun 1999; Vol. 36, Iss. 6;
165. Gancel, Charles : Inter Cultural Management associates, ICM: ICM management training in Russia, traps and gaps, Journal of Management Development ; Volume 14 ; No. 5 ; 1995
     • Internationalization is a key component to success for companies today. It opens new markets and allows for the exchange of new technologies, skills and expertise. With this comes increased competition, and managers must add new skills to maintain excellence in the international markets. Describes some of the training programmes and services developed by Inter Cultural Management associates (ICM), and outlines skills in the form of modules.
166. Geber, Beverly : The Care and Breeding of Global Managers, Training, Vol: 29 Iss: 7, Jul 1992
167. Geli de Ciurana, Anna M. &Walter Leal Filho : Education for sustainability in university studies: Experiences from a project involving European and Latin American universities, International Journal of Sustainability in Higher Education; Volume: 7 Issue: 1; 2006
168. Gerpott, Torsten J; Bloch, Brian : Strategic Human Resource Management for the Integration of Foreign Acquisitions, Journal of Management Development; Volume 11 No. 5; 1992
169. Geringer, J. Michael, Colette A. Frayne & John F. Milliman : In search of best practices in international human resource management: research design and methodology , Human Resource Management, Volume 41, Issue 1, 2002. Pages: 5-30 (Special Issue: Best Practices in IHRM: Lessons Learned from a Ten-Country/Regional Analysis .)
     • The goal of this article is to describe and examine the research design and methodology that were employed by the Best International Human Resource Management Practices Project. The article briefly addresses the origins and goal of the project, including the research questions that the study was attempting to address. The methodology used for collecting the project's data is then presented, including the design and dissemination of the questionnaire and related data collection issues. Implications of the project's research design for interpretation of results, and for influencing the design and management of effective international human resource management practices, are discussed. © 2002 Wiley Periodicals, Inc
170. Ghebregiorgis, Fitsum & Luchien Karsten : Human resource management practices in Eritrea: challenges and prospects - Employee Relations; Volume: 28 Issue: 2; 2006
171. Glanz, Lyn; van der Sluis, E.C. : Employing organisations and expatriate spouses: balancing self-knowledge and knowledge about options, Career Development International ; Volume 6 ; No. 3 ; 2001
     • The context in which careers are being played out has changed and is constantly changing, both in domestic employment settings and more particularly in global business environments. Such international business environments highlight career choices often hidden in domestic situations. It is here that the balance between family and career become tangible. The career costs and benefits of taking an overseas assignment for both partners become open to question. This article considers the situation of the accompanying partner and considers their relationship to the expatriate employing organisation. It considers organisations offering career development resources to partners to support their job search abroad. Such provision has often been adopted in response to practical mobility problems on an ad hoc basis. This article looks at how underlying theory may offer guidance to companies offering such provision.
172. Glanz, Lyn : Expatriate stories: a vehicle of professional development abroad? Journal of Managerial Psychology ; Volume 18 ; No. 3 ; 2003
     • Two-thirds of European organisations are using informal briefings for expatriates. Why should expatriates place a heavy premium on such input, even when given in the stories of complete strangers? This article uses narrative method to examine expatriate experience, considering how stories enable expatriate understanding of novel environments. It considers briefly the importance of surprise in these situations and Weick's seven properties of sensemaking are used as a guideline for placing such expatriate stories in a sensemaking context. It further questions whether such stories might contribute to professional development by helping to bestow meaning for expatriates reflecting on their experiences.
173. Gloet, Marianne : Knowledge management and the links to HRM: Developing leadership and management capabilities to support sustainability - Management Research News; Volume: 29 Issue: 7; 2006
174. Godkin, Lynn; Edward Cyrson; Sean R Valentine Entrepreneurship in Wielkopolska: Problems and prospects in Poland, International Journal of Management; Poole; Mar 2000;; Volume: 17 Issue: 1 Start Page: 68-81
175. Gomez-Mejia, Luis; Balkin, David B : The Determinants of Managerial Satisfaction with the Expatriation and Repatriation Process, Journal of Management Development, Vol: 6 Iss: 1, 1987
176. Graham, Mary E & Charlie O Trevor; Managing new pay program introductions to enhance the competitiveness of multinational corporations (MNCS) Competitiveness Review; Indiana; 2000; Volume: 10, Issue: 1, Start Page: 136-154, ISSN: 10595422
     • The design and introduction of new pay programs may be particularly challenging for multinational corporations because, given their diverse employee base, they face varied employee expectations regarding pay. A model is offered of how national cultural norms affect employee expectations for, and judgments about, pay fairness. How firms can best use two international compensation strategies for MNCs (a global integration strategy and a local responsiveness strategy) to optimize employees' justice judgments regarding new pay programs is also described. More favorable justice judgments should improve the chances of new pay program survival and, subsequently, contribute to firm competitiveness.
177. Groschl, Stefan; Doherty, Liz : Diversity management in practice, International Journal of Contemporary Hospitality Management; Volume 11 No. 6; 1999
178. Grzelak, Eva : The US Businessman in Europe, European Trends, Iss: 3, 1987
179. Gupta, A. K.; Govindarajan, V.: Knowledge Flows and the Structure of Control Within Multinational Corporations, Academy of Management Review, 16, 1991
180. Guzzo R. A., K. A. Noonan and E. Elron . "Expatriate Managers and the Psychological Contract." Journal of Applied Psychology, 79(4): (1994)
181. Habir, Ahmad D; Larasati, Asti B : Human resource management as competitive advantage in the new millennium, International Journal of Manpower; Volume 20 No. 8; 1999
182. Hailey, John : The expatriate myth: Cross-cultural perceptions of expatriate managers, International Executive, Vol: 38 Iss: 2 Mar/April 92
183. Hait, Alan G : Employee Benefits in the Global Economy: What US Benefit Professionals Should Know About Internationally Mobile Employees, Benefits Quarterly, Vol: 8 Iss: 4 Fourth Quarter 1992
184. Halcrow, Allan : Expats: The squandered resource; Workforce, Costa Mesa; Apr 1999; Vol. 78, Iss. 4;
185. Hall, Wendy. Managing Cultures: Making Strategic Relationships Work. John Wiley & Sons (Chichester, England), 1995.
186. Hambrick, D. C./Snow, C. C., Strategic Reward Systems, in Snow, C. C. (ed.), Strategy, Organization Design and Human Resource Management, Greenwich: JAI Press 1989
187. Hampden-Turner, Charles, & A. Trompenaars. The Seven Cultures of Capitalism: Value Systems for Creating Wealth in the United States, Japan, Germany, France, Britain, Sweden, and the Netherlands. Doubleday/Currency (New York), 1993
188. Harris, Phillip R. & Robert T. Moran. Managing cultural differences. Houston, TX: Gulf., 1989.
189. Harris, Hilary : Women in international management: Opportunity or threat?, Women in Management Review, Vol: 8 Iss: 5 1993
190. Harris, Hilary; Kumra, Savita :International manager development - Cross-cultural training in highly diverse environments, Journal of Management Development ; Volume 19 ; No. 7 ; 2000
     • Examines the issues involved in providing relevant cross-cultural training to MBA students, the epitome of the "new" international manager. In particular, it addresses the pedagogical challenges of moving students away from a reliance on "hard" skills to a facility with "soft" skills.
191. Harris, Hilary & Len Holden; Between autonomy and control: Expatriate managers and strategic IHRM in SMEs ,Thunderbird International Business Review; New York; Jan/Feb 2001; Volume: 43 Issue: 1
     • There is very little research on what expatriates do as managers in a foreign context, and how this relates to overall business and HRM strategy in the organizations as a whole. This article is a small contribution to this growing debate, and examines the strategic relationship between the HRM department at national HQ and how its strategy and policy is translated by expatriates at subsidiary levels in a relatively small organization operating in 37 countries. The article focuses most particularly on the tensions between local autonomy of the organization's various overseas units and the attempts by its headquarters to achieve control.
192. Harris, Hilary :Think international manager, think male: Why are women not selected for international management assignments? Thunderbird International Business Review, Volume 44, Issue 2, 2002. Pages: 175-203
     • Studies of women in international management originating primarily from North America consistently highlight the lack of women in such positions. This trend continues despite the need for growing numbers of expatriates. Explanations for this phenomenon have centered on women's personal characteristics, home/family circumstances, organizational support, and host country nationals' attitudes. This study examines the status of women in international management from a United Kingdom (UK) perspective. A key finding arising from the study is the critical influence of selection systems for international assignments where the predominant use of closed, informal selection processes for international assignments was seen to create unintended gender bias in recruitment. © 2002 Wiley Periodicals,
193. Harris, James E.; Moving Managers Internationally: The Care and Feeding of Ex; Hr. Human Resource Planning, Tempe; Vol. 12, Iss. 1; 1989
     • Corporate America is failing to implement effective repatriation practices. A 1981 study of 30 US companies revealed that only 12% had a repatriation program. The repatriation process is often an extremely stressful event for both the expatriates and their families. Areas needing improvement for international human resources managers include: 1. company practices to prepare expatriates for their return and to help them adjust to a changed workplace and community, and 2. the effective utilization of the expatriate's new skills. Companies should be selective as to whom they send overseas. Employees should be given cross-cultural training on a country-specific or area-specific basis before they leave, and the spouse and children should be involved in this process as well.
194. Harrison, J Kline : Developing successful expatriate managers: A framework for the structural design and strategic alignment of cross-cultural training programs, Human Resource Planning, Vol: 17 Iss: 3 ,1994
     • Research and experience indicate that expatriate adjustment and performance efficiency in multinational corporations (MNC) can be improved significantly by cross-cultural training (CCT). The use of CCT in the corporate setting is very limited, however, primarily because such training is considered unnecessary or ineffective by most top management. Through the sequential process described, expatriate managers and their families can enhance their cross-cultural aptitude and awareness, gain substantive knowledge, and develop appropriate skills for functioning effectively in other cultures. Furthermore, MNCs can maximize returns from their human resources by implementing such CCT programs in accordance with strategic plans.
195. Hartl, Katharina : Expatriate Women Managers - Gender, Culture and Career, Leadership and Organization Development Journal ; Volume 24 ; No. 4 ; 2003
196. Hartl, Katharina :The expatriate career transition and women managers’ experiences , Women in Management Review; Volume: 19 Issue: 1; 2004
     • Women are under-represented in the ranks of expatriate managers and research on expatriates, though formally gender-neutral, has been heavily weighted towards the study of male professionals, thereby reinforcing the image of expatriates as male, middle aged, married with children. What most research has in common is an individualistic, psychological approach to the study of expatriate experience. A focus on (change) processes on individual and organisational level draws our attention towards career theory. This paper presents a theoretical framework that conceptualises expatriate careers as a career transition that triggers individual and social structuration processes. It reviews the key findings of research on Western women managers in Hong Kong and gives insight into the experiences of expatriate women managers in a new socio-cultural, economic and organisational environment.
197. Harvey, Michael : Dual-career expatriates: Expectations, adjustment and satisfaction with international relocation, Journal of International Business Studies, Vol: 28 Iss: 3 Third Quarter 1997
198. Harvey, Michael ; Inpatriate managers: The need for realistic relocation reviews; International Journal of Management, Poole; Jun 2000; Vol. 17, Iss. 2; pg. 151
199. Harvey, Michael : Designing a global compensation system: The logic and a model, Columbia Journal of World Business, Vol: 28 Iss: 4 Winter 1993
200. Harvey, Michael : Empirical evidence of recurring international compensation problems, Journal of International Business Studies, Vol: 24 Iss: 4 Fourth Quarter 1993
201. Harvey, Michael.Repatriation of corporate executives: An empirical study. Journal of International Business Studies, 20(1): 131-44. 1989.
202. Harvey, Michael; Novicevic, Milorad Selecting marketing managers to effectively control global channels of distribution, International Marketing Review; Volume: 19 Issue: 5; 2002
     • Globalization of organizations necessitates the development of a network organizational configuration. This new form of organization requires managers to become boundary spanners between the various organizations aligned in the global business network. The question becomes how are these boundary-spanning managers going to be identified and selected for global assignments. This paper examines the staffing options for marketing managers of integrative (i.e. relational) and market (i.e. transactional) modes of norm-based control of global channels of distribution. Both transaction cost analysis and focus theory are used to identify which control mechanism would be most appropriate for each inter-organizational situation.
203. Harvey, Michael; Novicevic, Milorad : Selecting expatriates for increasingly complex global assignments, Career Development International ; Volume 6 ; No. 2 ; 2001
     • As organizations globalize their operations, there is a heightened need to identify and select qualified managers for overseas assignments. The increased complexity of these foreign assignments necessitates a recalibration of the traditional selection procedures and processes used in the past. In particular, there is some evidence that expatriation becomes strategic as organizations increasingly grow and compete globally. Therefore, the critical issues, which arise as expatriates' assignments evolve into a global assignment scope, must be viewed in a systematic manner. This paper develops a unique theory-based expatriation selection process based upon a systemic assessment of potential expatriate candidates' multiple IQs, learning styles, thinking styles, and the nature of the expatriate assignment. In addition, a practical step-by-step managerial process is developed that can be used in the selection of expatriate managers for global assignments.
204. Harzing, Anne-Wil : An analysis of the functions of international transfer of managers in MNCs, Employee Relations ; Volume 23 ; No. 6 ; 2001
     • Aims to get a clearer picture of why multinational companies (MNCs) send out expatriates. Identifies three organisational functions of international transfers: position filling, management development and coordination and control. Based on an empirical study with results from 212 subsidiaries of MNCs from nine different home countries, located in 22 different host countries, shows that the importance that is attached to these functions differs between subsidiaries in MNCs from different home countries, between subsidiaries in different host regions and in addition varies with the level of cultural difference. Sees position filling as most important for subsidiaries of US and British MNCs and in the Latin American and Far Eastern regions. Sees management development as most important for subsidiaries of German, Swiss and Dutch MNCs and as tending to occur more in Anglo-Saxon countries than in the Far Eastern region. Transfers for coordination and control seem to be most important for subsidiaries of German and Japanese MNCs and in host countries that are culturally distant from headquarters. Argues that these differences might have important consequences for expatriate management.
205. Hassan, Arif, Junaidah Hashim & Ahmad Zaki Hj Ismail Human resource development practices as determinant of HRD climate and quality orientation -Journal of European Industrial Training; Volume: 30 Issue: 1; 2006
     • The aim of the study was to measure employees' perception of human resource development (HRD) practices, to explore whether ISO certification leads to any improvements in HRD system, and to examine the role of HRD practices on employees' development climate and quality orientation in the organization. A total of 239 employees belonging to eight organizations (four of them ISO certified) responded to a questionnaire which measured the following variables: career system, work planning system, development system, self renewal system, and HRD system. Results indicated large inter-organizational differences in HRD practices. In general, however, employees' ratings were moderate. ISO certified companies, compared to others, obtained higher means on some HRD variables. Organizations with better learning, training and development systems, reward and recognition, and information systems promoted human resource development climate. Quality orientation was predicted by career planning, performance guidance and development, role efficacy, and reward and recognition systems
206. Hastings, N.A.J.; Msimangira, K.A.B. : Manufacturing Management in Developing Countries with Particular Reference to the Tanzanian Textile Industry, International Journal of Public Sector Management; Volume 5 No. 2; 1992
207. Hays, Scott : Key concerns for global moves; Workforce, Costa Mesa; Mar 1999; Vol. 4, Iss. 2;
208. Hill, C. Jeanne; Tillery, Kenneth R : What Do Male/Female Perceptions of an International Business Career Suggest About Recruitment Policies?, SAM Advanced Management Journal, Vol: 57 Iss: 4 Autumn 1992
209. Hippler, Thomas : European assignments: international or quasi-domestic? Journal of European Industrial Training; Volume: 24 Issue: 9; 2000
     • Seeks to investigate the adjustment of business relocatees to their host environment. It explores the facets of the relocatees’ adjustment in the following three regions: Germany as the home country and destination for domestic assignments, Western Europe and other countries. It further investigates the stress levels the relocatees display and their motives for accepting or actively seeking relocation. If the results of this survey suggest the existence of Western Europe as a distinct assignment location, these findings will form a valuable basis for the development of policies for intra-European personnel transfers, particularly in the area of selection, training, development and compensation.
210. Hodgetts, R. M., and F. Luthans (1993). "U.S. Multinational's Expatriate Compensation Strategies," Compensation and Benefits Review, 25(1): 57-62.
211. Hofstede, Geert : Cultures and Organizations: Software of the Mind. McGraw-Hill (London), 1991.
212. Hofstede, Geert : The Cultural Relativity of Organizational Practices and Theories, Journal of International Business Studies, 14, 2,
213. Hofstede, Geert : Culture's Consequences: International Differences in Work Related Values, Beverly Hills: Sage Publications 1984. .
214. Hofstede, Geert; Bond, M. H. : The Confucius Connection: From Cultural Roots to Economic Growth, Organizational Dynamics, 16, 4, 1988.
215. Hofstede, G., Neuijen, B., Ohayv, D. D., & Sanders, G. (1990). Measuring organizational cultures: A qualitative/quantitative study across twenty cases. Administrative Science Quarterly, 35, 286-316.
216. Hofstede, Geert : Management scientists are human, Management Science; Providence; Jan 1994;,; Volume: 40, Issue: 1
     • The culture of the national environment in which an organization operates affects the management process through the collective mental programming of its members, its managers, and the management scientists who offer their theories. Four dimensions of national culture differences have been found. Among other things, they affect the implicit models in people's minds of what the act of organizing means. Among the pioneers in management science around 1900, differences along these dimensions are already noticeable. A 5th dimension was added when the research instrument was designed exclusively by Chinese scholars, and it provides a cultural explanation for the economic success of East Asian countries in the past quarter century. At the same time, it highlights the influence of the culture of the management scientist on the research questions and the resulting theories.
217. Hogan, G. W. and J. R. Goodson : "The Key to Expatriate Success." Training and Development Journal, 44(1): 50-52. (1990)
218. Holland, Tom; A piece of the pie; Far Eastern Economic Review, Hong Kong; Aug 3, 2000; Vol. 163, Iss. 31; pg. 40, 3 pgs
219. Holopainen, Jonna & Ingmar Björkman : The personal characteristics of the successful expatriate: A critical review of the literature and an empirical investigation , Personnel Review; Volume: 34 Issue: 1; 2005
     • When critically reviewing the empirical research on the relationships between personal characteristics and successful foreign assignments it is revealed that the extant empirical research suffers from several limitations. The aim of this article is to shed additional light into the relationship between expatriate personal characteristics and job performance, circumventing the identified limitations of cross-sectional design, use of self-evaluations and inappropriate measures of success. The obtained results support the importance of communicational ability for expatriate success, whereas stress tolerance and relational ability were not found to be significantly related to success. The study was conducted in only one multinational company and the country of origin of all studied expatriates was Finland. Another limitation of this study is the relatively limited number of personal characteristics studied and the use of only one superior performance evaluation per expatriate.Based on the results it is recommended that companies systematically assess the personal characteristics of candidates before deciding on an expatriation, especially the communicational ability. Minimising the use of self-evaluations in research is strongly advised.
220. Hondeghem, Annie; Vandermeulen, Filip : Competency management in the Flemish and Dutch civil service, International Journal of Public Sector Management; Volume 13 No. 4; 2000
221. Hoon, Park; Sun, Dai Hwang; David, Jeanne M : Local manager selection criteria for U.S. firms in Korea, Multinational Business Review, Vol: 1 Iss: 2 Fall 1993
222. Horwitz, Frank M; Bowmaker-Falconer, Angus; Searll, Peter : Human resource development and managing diversity in South Africa, International Journal of Manpower; Volume 17 No. 4; 1996
223. Howard, Cecil G : Out of Sight -- Not Out of Mind Personnel Administrator, Vol: 32 Iss: 6 Jun 1987
224. Howard, Cecil G : Profile of the 21st-Century Expatriate Manager, HRMagazine, Vol: 37 Iss: 6 Jun 1992
225. Huang, Gerald Z.D.; Roy, Matthew H; Ahmed, Zafar U; Heng, Judy S.T.; Lim, Joyce H.M. : Benchmarking the human capital strategies of MNCs in Singapore, Benchmarking: An International Journal ; Volume 9 ; No. 4 ; 2002
     • Singapore's economic success has largely been fueled by foreign direct investment from multinational corporations (MNCs). These companies brought with them not only their capital and technology, but also their managerial prowess. The latter has been a key ingredient in propelling Singapore to its current economic success. New competition and rising costs are forcing local businesses to look for new strategies to succeed. One way is to benchmark the human capital strategies of MNCs. This study employs a survey of the human resource policies of both MNCs and promising Singaporean enterprises. The results show stark contrasts in the philosophical and practical applications of human resource strategies. Insights into Singapore's human resource practices are uncovered and key success factors for promising local companies are discussed.
226. Hutchings, Kate & Sri Wahyuni Ratnasari : Cross-cultural non-work transition stresses: domestic transferees in Indonesia - Cross Cultural Management: An International Journal; Volume: 13 Issue: 2; 2006
     • The purpose of this paper is to address this gap in the literature by examining a cohort of Indonesians employed within a financial organisation and the cross-cultural transition stresses that they and their families encountered when relocated within Indonesia. While expatriate management literature has devoted considerable attention to cross-cultural transition stresses encountered when transiting across international borders to undertake international assignments, a smaller body of literature has examined the transition stresses experienced by domestic employees and their families when relocating jobs within nations. An issue erstwhile given much less consideration within the literature, however, is the cross-cultural transition stresses experienced by employees and their families who are relocated within nations that have substantive regional cultural differences. Thus, this research adds value to the existing literature in undertaking an assessment of cross-cultural transition stresses in domestic relocation
227. Hutchings, Kate : Improving selection processes but providing marginal support: a review of cross-cultural difficulties for expatriates in Australian organisations in China, Cross Cultural Management ; Volume 9 ; No. 3 ; 2002
     • A major problem facing organisations when they operate subsidiaries in host countries is the need to maximise the cross-cultural performance of expatriate employees. Achieving adaptability and sensitivity involves a significant amount of attention being given to selecting expatriates who are culturally prepared and adaptive in the host nation culture and provided with ongoing support by their organisations. China is the country for analysis in this research, that examines the consideration given to selection and in-post support provided to Australian expatriates. China is a significant site for examination of the cultural adaptability skills of expatriates as it looms large in the current and future trading and expansion plans of many Western corporations and yet very little attention has been given to recognising or developing the cultural skills necessary to effectively operate in this demanding market. This study is based on information gathered through a series of semi-structured interviews conducted with expatriate managers in 1999. Results indicate attention being given to the expatriate selection process but a serious deficit in in-post support.
228. Hudson, Sheena & Kerr Inkson : Volunteer overseas development workers: the hero's adventure and personal transformation. Career Development International; Volume: 11 Issue: 4; 2006
     • he purpose of this paper is to provide new information about overseas volunteer development workers undertaking projects in underdeveloped countries, specifically, their backgrounds, personalities, values and previous experience, motivations, experiences, learning and “transformation” gained, and possible impact on further career; the degree of fit of experiences to the archetypal “hero's adventure”. The paper presents a longitudinal study of a cohort of 48 New Zealand volunteers starting work on NZ aid organisation Volunteer Service Abroad (VSA) assignments in 2001. This included structured interviews and administration of the NEO- PR personality inventory and the Schein Career orientation Inventory pre-departure and on return and an e-mail survey halfway through the assignment. Data analysis was largely qualitative using NVivo software.Volunteers had high levels of openness and agreeableness, and career anchors of dedication to a cause and pure challenge. The majority of volunteers fitted the main characteristics of the “hero's adventure” model, duplicating results for business expatriates by Osland and academic expatriates by Richardson. Key features were motivations of adventure and altruism, descriptions of trials and tribulations during the project, feelings of success, new skill and personal transformations in identity and values.
229. Ichniowski, Casey; Kathryn Shaw; The effects of human resource management systems on economic performance: An international comparison of U.S. and Japanese plants, Management Science; Providence; May 1999; Volume: 45, Issue: 5, UMI Publication No.: 01842226, Start Page: 704-721
     • Data from 41 steel production lines are used to assess the effects of Japanese and US human resource management (HRM) practices on worker productivity. The Japanese production lines employ a common system of HRM practices including: problem-solving teams, extensive orientation, training throughout employees' careers, extensive information sharing, rotation across jobs, employment security, and profit sharing. A majority of US plants now have one or two features of this system of HRM practices, but only a minority have a comprehensive system of innovative work practices that parallels the full system of practices found among the Japanese manufacturers. It is found that the Japanese lines are significantly more productive than the US lines. However, US manufacturers that have adopted a full system of innovative HRM practices patterned after the Japanese system achieve levels of productivity and quality equal to the performance of the Japanese manufacturers.
230. Ihrig, Jane; Multinationals' response to repatriation restrictions - Journal of Economic Dynamics & Control; Amsterdam; Aug 2000; Volume: 24, Issue: 9, Start Page: 1345-1379, ISSN: 01651889
     • A model is presented that explains how repatriation restrictions can increase of decrease a multinational's capital investment in and technology transfer to its subsidiary. Past remittance restrictions influence the multinational's expectation of current and future repatriation policies which affect its operations. It is shown that the model can capture the flows of a US multinational's capital and technology in response to various forms of Brazilian repatriation restrictions seen in the 1980s. By comparing steady state level effects of the restrictions, it is shown that countries should expect an inflow of foreign direct investment with the abolishment of restrictions, not an outflow as some countries fear.
231. Ioannou, Lori : Cultivating the new expatriate executive, International Business, Vol: 7 Iss: 7 Jul 1994
232. Ioannou, Lori : Human resources special report: It's a small world after all, International Business, Vol: 7 Iss: 2 Feb 1994
233. Jackson, Terence : The management of people across cultures: Valuing people differently. Human Resource Management Volume 41, Issue 4, 2002. Pages: 455-475
     • Ethnocentric and parochial human resource systems have been called into question as obstacles to globalization. This is addressed here by examining the way value is attached to people in organizations across cultures. Western managers and HR practitioners who work with affiliates in non-Western emerging countries should particularly be aware of differences in locus of human value. Policies and practices developed in the West along instrumental lines see people primarily as a means to an end. This may be directly opposed to a humanistic view of human value that sees people as having a value in themselves. To provide support for these assumptions, an exploratory study across seven nations was carried out. Its findings indicate potentially important implications for global HRM policies and practices. © 2002 Wiley Periodicals, Inc.
234. Jackson, Terence; Bak, Mette : Foreign companies and Chinese workers: employee motivation in the People's Republic of China, Journal of Organizational Change Management; Volume 11 No. 4; 1998
235. Jain, Hem C : Is There a Coherent Human Resource Management System in India? International Journal of Manpower; Volume 12 No. 1; 1991
236. Jagersma; P K & D M van Gorp; International HRM: The Dutch experience, Journal of General Management; Henley-on-Thames; Winter 2002;
     • International companies should plan their human resource policy to achieve economies of skills, rather than - as is frequently the case - merely implementing ad-hoc decisions. This study explores international HRM policies implemented by a variety of international companies based in The Netherlands. On the basis of the findings of this research study, it is argued that international success is first and foremost determined by a high quality international HRM policy. At the end of the day internationalizing begins and ends with the "skills owners," the organization's individual employees in general and its international managers more specifically. In the course of this survey, it was concluded that (candidate) international managers should be provided with tools allowing them to gain expertise and experience in a variety of international issues and circumstances.
237. Janssens, Maddy : Intercultural interaction: A burden on international managers?, Journal of Organizational Behavior, Vol: 16 Iss: 2 Mar 1995
238. Jelinek, Mariann; Adler, Nancy J : Women: World-Class Managers for Global Competition, Academy of Management Executive Vol: 2 Iss: 1 Feb 1988
239. Jenkins, Anthony : A moving experience, Journal of European Business, Vol: 4 Iss: 3 Jan/Feb 1993
240. Shen, Jie & Roger Darby : Training and management development in Chinese multinational enterprises, Employee Relations; Volume: 28 Issue: 4; 2006
     • This paper aims to explore international training and development policies and practices in Chinese multinational enterprises (MNEs). The issues examined in this study include pre-departure and post-arrival training for expatriates and their spouses and families, training for host-country nationals (HCNs), reasons for Chinese MNEs not providing adequate training and the approaches of Chinese MNEs to international management development. The paper reveals that Chinese MNEs provide only limited training to expatriates and other nationals, and lack a systematic international management development system. They adopt usually an ethnocentric approach to international training and development, and provide different levels of international training and management development for HCNs and PCNs.
241. Johnson, Michael : Doing le business, Management Today, Feb 1993
242. Johnston, R. Barry & Oana M. Nedelescu : The impact of terrorism on financial markets , Journal of Financial Crime; Volume: 13 Issue: 1; 2006
     • The paper seeks to draw lessons for effective policy and regulatory responses to protect financial systems in the face of terrorist attacks. The paper presents data on the reaction of financial markets to the terrorist attacks in New York (2001) and Madrid (2004). It describes the authorities' crisis management responses and analyses their effectiveness. The paper describes the subsequent regulatory responses to protect the financial systems from abuse by terrorists. Diversified, liquid, and sound financial markets were efficient in absorbing the shocks of terrorist attacks when supported by well organized crisis management responses.
243. Jolly, Dominique R. : Sino-foreign joint ventures: from exogamy to endogamy -Journal of Technology Management in China; Volume: 1 Issue: 2; 2006
244. Jordan, Joe; Cartwright, Sue : Selecting expatriate managers: key traits and competencies, Leadership and Organizational Development Journal ; Volume 19 ; No. 2 ; 1998
     • Selecting expatriate managers for an international assignment has been hindered not just by a lack of empirical studies testing construct predictors, but more importantly, by a lack of clearly defined traits and competencies that can, in the first place, be introduced as construct predictors of success. This lack of clarity is largely owing to small variations in semantic differences in describing success factors rather than any conceptual differences in the factors themselves. This review article makes the distinction between stable personality factors, and core behavioural competencies in the development of construct predictors based on recurrent themes within the literature. Three personality attributes of low neuroticism, moderate extroversion, and high openness to experience, and four core expatriate competencies of relational ability, cultural sensitivity, linguistic skill, and ability to handle stress, are identified as crucial selector variables over and above factors typically taken into account in a domestic selection decision.
245. Katz, Jeffrey P; Seifer, David M; It's a different world out there: Planning for expatriate success through selection, pre-departure training and on-site socialization; HR. Human Resource Planning, Tempe; Vol. 19, Iss. 2; 1996;
246. Kaltz, Michael J : How to establish an expatriate policy from scratch, Benefits & Compensation International, Vol: 23 Iss: 6 Jan/Feb 1994
247. Kaulisch, Marc &Jürgen Enders : Careers in overlapping institutional contexts: The case of academe Career Development International; Volume: 10 Issue: 2; 2005
     • Studying academic careers can be particularly useful for discussions about new forms of professional careers. This conceptual paper seeks to shed light on academic careers by discussing the (changing) multiple contexts governing academic careers.
248. Kaye, Leah : Strategic human resources management in Australia: the human cost, International Journal of Manpower; Volume 20 No. 8; 1999
249. Kaye, Marianna; Taylor, William G.K. : Expatriate culture shock in China: a study in the Beijing hotel industry, Journal of Managerial Psychology ; Volume 12 ; No. 8 ; 1997
     • Explores the occurrence of culture shock in the population of expatriate managers working in the joint venture hotels in Beijing, China. In particular, seeks to gauge the importance of a variety of factors that might influence the level of culture shock. Proposes a model which envisages culture shock as determined by situational factors and by the level of inter-cultural sensitivity of an expatriate. In turn, the level of inter-cultural sensitivity is seen as a function of biographical factors and cross cultural training. The findings demonstrate a strong inverse relationship between inter-cultural sensitivity and culture shock. Training before and/or after arrival in China is received by only a small minority oMartel_Fields.htmf expatriates but is associated with a higher level of inter-cultural sensitivity. Among situational factors, a managerial emphasis on motivating employees is associated with lower culture shock. A surprising finding is the tendency for Asian expatriates to experience greater culture shock for a given level of inter-cultural sensitivity. Outlines implications for personnel policy in selecting expatriate managers.
250. Kamoche, Ken : Human resources in Vietnam: The global challenge, Thunderbird International Business Review, Volume 43, Issue 5, 2001. Pages: 625-650
     • This article takes a critical look at the management of people in Vietnam. It examines the prevailing business environment and the reform process and their implications for skill formation and the development of managerial expertise. The analysis then proceeds to examine on a thematic basis some specific human resource practices in four firms based in Hanoi - two state-owned enterprises and two multinationals. The article analyzes the traditional and emergent human resource practices showing how they reflect industrial and historical-cultural contextual factors. The discussion also considers the suitability and adequacy of these practices while locating them within the international human resource management debate. This article thus contributes to the critique of global human resource management by exploring the relevance of mainstream human resource theory and practice to the Vietnamese case, especially given the increasing role of multinational firms in the Vietnamese economy. © 2001 John Wiley & Sons, Inc.
251. Kayes, D. Christopher , Anna B. Kayes, Yoshitaka Yamazaki : Essential competencies for cross-cultural knowledge absorption Journal of Managerial Psychology; Volume: 20 Issue: 7; 2005
     • The paper provides a model to guide managers and others in organizations through successful knowledge transfer and absorption efforts including training, development, selection and project planning. The paper integrates diverse and extensive literature on knowledge absorption into a single framework based on how managers learn from experience and suggests competencies for managing absorption efforts.
252. Keating, Mary & Karen Thompson : International human resource management: overcoming disciplinary sectarianism Employee Relations; Volume: 26 Issue: 6; 2004
     • International human resource management (IHRM) research is becoming an increasingly important topic in light of the relentless pace of globalisation. Three strands of research contribute to our understanding of IHRM, the most dominant being research on human resource management in multinational companies. This paper categorises the literature in the field, highlighting disciplinary introspection within and between each strand. Argues that, by neglecting to embrace the contributions of research from cross-cultural management and comparative human resource management, the field lacks the necessary conceptual and methodological tools to advance. Concludes by suggesting areas where collaboration and cross-fertilisation between disciplines can occur before embarking on the integrative process of theory building.
253. Keay, Justin : A new sense of dynamism, Corporate Location, Sep/Oct 1995
254. Kegan, Robert + Lahey, Lisa Laskow. How the way we talk can change the way we work: seven languages for transformation. Jossey-Bass, 2001. BF 637 C4 K26 2001 Bibliothèque générale UL
255. Kelliher; Clare : International HRM: A cross-cultural approach Human Resource Management Journal; London; 2003;
256. Kerr, S./Von Glinow, M. A., The Future of HR: Plus ça change, plus c'est la meme chose, Human Resource Management, 36, 1997
257. Kets de Vries, Manfred What makes a leader great? - Strategic Direction; Volume: 20 Issue: 8; 2004
     • Manfred Kets de Vries holds the Raoul de Vitry d’Avaucourt Chair in Human Resource Management and is Clinical Professor of Management and Leadership at the European Institute of Business Administration (INSEAD). Furthermore, he is the Director of INSEAD’s Global Leadership Center. He is also Program Director of INSEAD’s top management program: “The Challenge of Leadership: Developing your Emotional Intelligence”. He has lectured at management institutions worldwide, and has acted as a consultant in organizational design/transformation and strategic human resource management for leading US, Canadian, European, African and Asian companies. Manfred Kets de Vries brings a different view to the much-studied subjects of leadership and the dynamics of individual and organizational change. Bringing to bear his knowledge and experience of economics, management, and psychoanalysis, Kets de Vries scrutinizes the interface between international management, psychoanalysis, psychotherapy, and dynamic psychiatry. In this interview, he discusses his latest publication Are leaders born or are they made? The case of Alexander the Great and the implications his findings have for the modern business leader.
258. Khan, Jamal; Charles-Saverall, Wayne : Human Resource Development in the Public Sector: A Developing-country Experience, International Journal of Public Sector Management; Volume 6 No. 1; 1993
259. Khandekar, Aradhana & Anuradha Sharma : Managing human resource capabilities for sustainable competitive advantage: An empirical analysis from Indian global organisations - Education + Training; Volume: 47 Issue: 8/9; 2005
260. Khatri, Naresh; Budhwar, Pawan S. : A study of strategic HR issues in an Asian context, Personnel Review ; Volume 31 ; No. 2 ; 2002
     • Examines five strategic human resource management (HRM) issues using a qualitative methodology. Two of these are related to the central organisational-level constructs of structure and culture. The other three pertain to HR strategy, HR competencies, and HR outsourcing. The study employed the multiple-case design method proposed by Yin, with a view to extending theory in strategic HRM research. Semi-structured interviews were conducted with 35 managers (CEOs, line managers, and HR managers) of nine companies from two major industries in the manufacturing sector - electronic products and machinery/equipment. The research found that top management enlightenment and level of HR competencies together determine the role and status of the HR function in organisations, and that the companies studied pursue four types of HR strategies: informal and not communicated; informal and communicated; formal but not communicated; and formal and communicated. HR strategy was found to affect both vertical and horizontal fits of the HR function. Culture, HR strategy and HR competencies influenced organisational propensity to outsource HR activities.
261. Kim, Pan Suk; Globalization of human resource management: A cross-cultural perspective for the public sector, Public Personnel Management; Washington; Summer 1999; Volume: 28, Issue: 2, Start Page: 227-243, ISSN: 00910260
     • Human resource management can include 2 large areas: personnel management and development functions. This paper attempts to shed light on development functions, which have tended to be somewhat disregarded in traditional public personnel administration and international public administration education. The primary objective is to answer some of the most critical questions regarding human resources in a global perspective. How can executives develop a multicultural management group? What role should human resources play in the management of negotiations and international collaboration? How can cross-cultural competencies best be developed?
262. Kitsuse, Alicia : At Home Abroad, Across the Board, Vol: 29 Iss: 9 Sep 1992
263. Klein, B.. "Compensating Your Overseas Executives, Part 3: Exporting U.S. Stock Option Plans to Expatriates." Compensation and Benefits Review, September-October: (1990)
264. Klingner, Donald E ; Strengthening personnel management in developing countries: Lessons learned, lessons forgotten, and an agenda for action; Public Personnel Management, Washington; Spring 2001; Vol. 30, Iss. 1; pg. 1, 16 pgs
     • This symposium introduction briefly discusses why developing countries are different, based on how public personnel management in the United States evolved over the past 2 centuries, compared to the evolutionary process in developing countries today. It also discusses some lessons learned about strengthening personnel management in developing countries, some lessons that may have been forgotten, and an agenda for action by international organizations and individuals that can reinforce developing countries' own efforts.
265. Kobrin, Stephen J : Expatriate Reduction and Strategic Control in American Multinational Corporations, Human Resource Management Vol: 27 Iss: 1 Spring 1988
266. Kochan, T. A.; Dyer, L.; Bhatt, R. : International Human Resource Studies: A Framework for Future Research, in Lewin, D./Mitchell, O./Scheller, P. (eds), Research Frontiers in Industrial Relations, Madison: Industrial Relations Research Association 1992
267. Kovriga, Alexander V ; Urban management and local government as new institutions in the new Ukraine; International Journal of Public Administration, New York; 2001; Vol. 24, Iss. 2; pg. 163
     • Local government and modern urban management techniques will play a key role in the transition of Ukraine's institutions from a communist to a free economy and society. The problems of revitalization and rebuilding of Ukrainian institutions are placed in historical perspective, with special attention to inherited patterns of Soviet administrative culture. The Sovietization of urban planning and administration, and living standards and the creation of nomenklature (the main governmental "human resource"), are analyzed as the starting point for rebuilding Ukraine's local governments. The main sources and consequences of "continuous institutional crisis," such as distrust, corruption, and deterioration of the capabilities of the Ukrainian state are traced. Also examined are the current effects of economic globalization on the development of local and urban governments. It is argued that it is vital to create a professional, rule-based bureaucracy and merit-based municipal civil service.
268. Kriegl , Ursula : International hospitality management;; Cornell Hotel and Restaurant Administration Quarterly, Ithaca; Apr 2000; Vol. 41, Iss. 2; pg. 64, 8 pgs
     • For many hotel companies, opportunities to grow domestically are becoming scarce, and competition is intensifying. Foreign markets, in contrast, are frequently viewed as sources of future business growth and lucrative returns. Moreover, attractive investment opportunities overseas and expanding international travel are also key drivers of the hospitality's industry's internationalization
269. Kohonen, Eeva : Developing global leaders through international assignments: An identity construction perspective , Personnel Review; Volume: 34 Issue: 1; 2005
     • International assignments, which are used as an integral part of global management development, are challenging in terms of one's managerial competencies and self-concept. However, not much is known about how managers develop during international assignments, or about the process of their identity construction. The purpose of this paper is to show the need for studying international assignments from an identity construction perspective and to build up an interdisciplinary framework for this kind of study.
270. Kupfer, Andrew : How to Be a Global Manager, Fortune, Vol : 117 Iss: 6 Mar 14, 1988
271. Larsen, Henrik Holt : Global career as dual dependency between the organization and the individual , Journal of Management Development; Volume: 23 Issue: 9; 2004
     • Modern global career implies not only an interaction between an organization and an individual but also – and increasingly – a mutual dependency between the two parties. Whereas the traditional career concept presupposes that the individual employee to a high extent has to adhere to the conditions and opportunities provided by the organization, organizations increasingly have to accept and match the expectations and demands of the employee. In particular, this is found in knowledge intensive organizations providing immaterial “products” like know-how, complex problem solving, consultancy service, etc. This kind of immaterial “production” not only requires highly skilled and professional employees but also means that the employees possess the core competence of the company – and can carry it out of the organization if they choose to resign. The paper analyzes the dual dependency in global careers and discusses this interdependency from the viewpoints of both individual and organization. In addition, the paper outlines the implications for practitioners and future research.
272. Laurent, A., The Cross-cultural Puzzle of International Human Resource Management, Human Resource Management, 25, 1986
273. Laurent, A., The Cultural Diversity of Western Management Conceptions, International Studies of Management & Organization, 16, 1/2, 1986,
274. Lee, Li-Yueh & Robert Croker : A contingency model to promote the effectiveness of expatriate training ; Industrial Management & Data Systems; Volume: 106 Issue: 8; 2006
     • The purpose of this study is to evaluate the influences of expatriate characteristics, complexity of task assignment and perceived cross-cultural differences on needs for expatriate training, and expatriate training effectiveness and to evaluate the influences of the fit between the expatriate's learning style and instructor's teaching modes on training effectiveness. Survey methodology was adopted to obtain data from the opinions of expatriates in foreign companies within Taiwan and China. Quantitative data were used to answer the research questions. A total of 400 foreign companies, with 200 in Taiwan and 200 in China, were selected as the survey sample. Hierarchical regression analyses were adopted to test the five research questions as developed in this study. The study results revealed that expatriates' perceived needs for training were negatively influenced by competence and adaptability to work in the overseas assignment. Expatriates' perceived needs for expatriation training were also influenced by the complexity of the task assignment, capability of host country managers, and the perceived cross-culture differences between the home country and host country. Furthermore, the levels of fit between expatriate learning preferences and the instructor's teaching methods did moderate the relationship between the need for expatriate training and the effectiveness of such training.
275. Lewis, Kerry Gail :Breakdown - a psychological contract for expatriates, European Business Review ; Volume 97 ; No. 6 ; 1997
     • States the purpose of this study was to develop a framework, through which to analyse the nature of an expatriate's psychological contract, in order to specifically address expatriate psychological needs and expectations. The proposed Breakdown model was formulated from the overseas work experience of the author; a literature search and qualitative research with present and former expatriates. The findings revealed that perceived violations of the psychological contract were in the areas anticipated in the Breakdown model, and ignoring these needs and expectations resulted in unnecessary stress and lower employee productivity. Concludes that there was a vast gap between expatriation theory and practice; formal recognition and implementation of the model would bridge this gap and demonstrate that organizations do in fact regard people as their most important assets. Suggests the model might contribute towards competitive organizational advantage, as the successful completion of overseas assignments would be better assured.
276. Lewis, Philip : New China - old ways?: A case study of the prospects for implementing human resource management practices in a Chinese state-owned enterprise, Employee Relations ; Volume 25 ; No. 1 ; 2003
     • This paper attempts to evaluate the extent to which the introduction of human resource management (HRM) practices in Chinese state-owned enterprises (SOEs) is likely to boost the organisations' performance in the way in which the advocates of HRM bundles claim. It has examined the organisational context of one SOE in particular and analysed the literature on people management in Chinese organisations in general. The HRM practices covered are: recruitment, selection and staffing; compensation and benefits; employee training and development; and employee relations. The paper examines the problems raised in the literature and evaluates the extent to which these seem apparent in the organisation. The study concludes that considerable caution must be exercised in assuming that the introduction of coherent bundles of HRM practices would boost organisation performance. However, the picture that emerges is not wholly depressing for the Chinese economy. A high degree of interest in management education and remarkable industry and enthusiasm among young workers provided grounds for optimism.
277. Li, Laubie Chi-sum : The strategic design of cross-cultural training programmes, Journal of Management Development, Vol: 11 Iss: 7 1992
278. Linehan, Margaret; Walsh, James S : Recruiting and developing female managers for international assignments, Journal of Management Development ; Volume 18 ; No. 6 ; 1999
     • One of the most significant features of the global labour market in the last half of the twentieth century has been the increasing labour force participation rate of women. It is evident from the extant research that women are not progressing to senior international management positions at comparable rates to their male counterparts. Previous research has estimated that only 3 percent of expatriate managers are women. This paper argues that female international managers have to overcome overt and covert barriers in their home organisations before being developed for international assignments. Based on an extensive empirical research study conducted with senior female international managers in a European context, the findings suggest that organisations may have to review their organisational policies in relation to the recruitment, selection, training and development of international managers if they want to have "the best" people to represent their companies overseas.
279. Linehan, Margaret; Scullion, Hugh : Challenges for female international managers: evidence from Europe, Journal of Managerial Psychology; Volume 16 No. 3; 2001
280. Linehan, Margaret; Scullion, Hugh; Walsh, James S : Barriers to women's participation in international management, European Business Review; Volume 13 No. 1; 2001
281. Linehan, Margaret; Scullion, Hugh : Repatriation of female executives: empirical evidence from Europe, Women in Management Review ; Volume 17 ; No. 2 ; 2002
     • The increased internationalization of business in recent years has made the understanding of international human resource management problems more important for executives in multinational companies. In recent years researchers have paid considerable attention to the issues of adjustment to international assignments, while comparatively little research activity has been paid to the topic of repatriation, i.e. re-entry and adjustment back to the home country. Despite the growth in the number of women in international management there are very few studies of the repatriation of female corporate executives. The focus of this paper is directed at understanding repatriation from the perspective of senior female expatriates whose voice has been silent for too long in international human resource management research.
282. Linehan, Margaret; Scullion, Hugh : Selection, training, and development for female international executives, Career Development International ; Volume 6 ; No. 6 ; 2001
     • This paper focuses on selecting, training and developing female executives for international assignments. The perspective explored is that of currently employed senior female executives in a wide range of organisations in a number of European countries, who have made at least one international career move. The findings of the research illustrate an organisational bias against females in the selection process for international assignments, a severe shortage of pre-departure training and very little organisational attention given to female career development. This research is particularly relevant as European empirical research has not been conducted with senior female international executives, presumably because of their relative scarcity. Empirical work with senior female international managers in Europe is now necessary in order to explain why international management is still generally reserved for the male manager. Finally, some strategies for internationalising female managers are presented.
283. Linehan, Margaret; Scullion, Hugh : The repatriation of female international managers: An empirical study, International Journal of Manpower ; Volume 23 ; No. 7 ; 2002
     • This paper focuses on the repatriation of senior female international managers in western Europe and establishes that the repatriation phase of the international career move may be even more stressful than expatriation. It is argued that female international managers may experience more difficulties than their male counterparts because of their pioneering roles. Finally, the paper identifies that home-based mentors and access to networks while abroad are important factors in contributing to the successful repatriation of international managers.
284. Litschka, Michael , Andreas Markom & Susanne Schunder : Measuring and analysing intellectual assets: an integrative approach - Journal of Intellectual Capital; Volume: 7 Issue: 2; 2006
285. Littrell, Romie F. : Desirable leadership behaviours of multi-cultural managers in China, The Journal of Management Development ; Volume 21 ; No. 1 ; 2002
     • This monograph reports and compares "desirable" leadership traits, and leadership traits actual exhibited by managers and supervisors as defined by responses on the original English and a Chinese language translation of the Ohio State University leadership behaviour description questionnaire XII (LBDQ XII). From anecdotal evidence and personal experience, the researcher found considerable difficulty in transferring research results from Hong Kong, Taiwan and Singapore to useful practice in the interior of China and performed this study in an attempt to gain understanding for management training courses. Data was collected for 220 managers and supervisors in two hotels in the interior of China. Both expatriate and indigenous Chinese managers were included. All supervisors were Chinese. A significant (p < 0.05) difference between Chinese and non-Chinese expatriates was observed for factor: Tolerance of Freedom, interestingly, with the Chinese managers indicating more tolerance of freedom than the expatriate managers. Nonetheless, Chinese supervisors believed the ideal manager should be even more tolerant of freedom than their managers
286. Liu, Shimin : Developing China's future managers: learning from the West? Education + Training; Volume: 48 Issue: 1; 2006
     • The purpose of this paper is to provide a new approach towards the understanding of teacher-student relationships in the context of management education in China, and to promote collaborative learning. The paper critiqued the current model of management education in China and highlight the reasons from a cultural and historical perspective. With examples from her teaching practices the author argued why a new teacher-student relationship is necessary in developing China's future managers. Creativity and innovativeness of Chinese learners can be fostered by a collaborative approach of teaching and learning. Management educators in China need to challenge their deeply held assumptions about teaching and learning, and actively experiment with new approaches towards developing students' critical thinking ability and creativity rather than reinforce the established power relations between teacher and student.
287. Lloyd, Shannon L.L. & Charmine E.J. Härtel : Predicting IHRM strategy and practice decisions: development of the IHRM orientation typology - Cross Cultural Management: An International Journal; Volume: 11 Issue: 4; 2004
     • International human resource management (IHRM) is becoming increasingly fundamental to organisational success, as globalisation forces demand organisations to design and implement a global strategy. One of the most critical choices faced by IHRM practitioners is whether and when an organisation should adapt its human resource policies and practices to the local context (localisation). A typology of International Human Resource Management Orientations (IHRMO) that clarifies what IHRMO’s are and what they entail is developed from a review of the literature on localisation and globalisation, convergence and divergence and Perlmutter’s management typology. Additionally, two theoretical models are developed that predict which IHRM orientation identified in the typology should be adopted. The article takes a step towards elucidating effective IHRM strategy and practice decision-making by showing that culture and institutional pressures, amongst other tings, do make a difference.
288. Looney, Robert E : Foreign workers and the provision of public services: The case of Kuwait, International Journal of Social Economics Vol: 20 Iss: 1, 1993
289. Looney, Robert E : The Impact of Military Expenditures on Human Capital Development in the Arab World, International Journal of Manpower; Volume 13 No. 3; 1992
290. Lorange, P., Human Resource Management in Multinational Cooperative Ventures, Human Resource Management, 25, 1986
291. Louis, M. R., Surprise and Sense Making: What Newcomers Experience in Entering Unfamiliar Organizations, Administrative Science Quarterly, 25, 1980
292. Lu, Luo, Robin Gilmour, Shu-Fang Kao, Mao-Ting Huang : A cross-cultural study of work/family demands, work/family conflict and wellbeing: the Taiwanese vs British Career Development International; Volume: 11 Issue: 1; 2006
     • The aim of the research is twofold: to explore relations between work/family demands, work-family conflict (WFC), family-work conflict (FWC) and wellbeing outcomes, and to contrast employees from an individualistic (UK) and a collectivistic (Taiwan) society. Heterogeneous samples of full-time employees in Taiwan and UK were surveyed using structured questionnaires. For both the Taiwanese and British, work demands were positively related to WFC, whereas family demands were positively related to FWC. Both WFC and FWC were negatively related to wellbeing for employees in the two countries. More importantly, it was found that, for British, there was a stronger positive relation between workload and WFC, as well as a stronger positive relation between sharing household chores and FWC than for Taiwanese.
293. Luthans, Fred; Marsnik, Paul A; Luthans, Kyle W : A contingency matrix approach to IHRM, Human Resource Management, Vol: 36 Iss: 2 Summer 1997
294. MacDonald, Susan & Nancy Arthur : Connecting career management to repatriation adjustment , Career Development International; Volume: 10 Issue: 2; 2005
     • he purpose of this paper is to provide an examination of Black et al.’s theoretical framework of repatriation adjustment as it relates to career planning for employees with international work experience.
295. Machan, Dyan : Ici on Parle Bottom-Line Responsibility, Forbes Vol: 141 Iss: 3 Feb 8, 1988
296. Maclachlan, Malcolm : Sustaining human resource development in Africa: The influence of expatriates, Management Education & Development, Vol: 24 Iss: 2 Summer 1993
297. Magd, Hesham A.E. : An investigation of ISO 9000 adoption in Saudi Arabia , Managerial Auditing Journal; Volume: 21 Issue: 2; 2006
     • An empirical survey of 175 certified manufacturing firms in Saudi Arabia. This study is focused on the benefits achieved from ISO 9000 implementation, level of satisfaction with the standard, the anticipated steps after ISO 9000 implementation, factors influencing the choice of registration agencies and the associated problems with registration agencies. Certified firms in Saudi Arabia have performed well in their registration process and have benefited from ISO implementation. This could be due to the high level of interest in the area of quality, as most customers request quality or a certificate to prove existence of quality products/services. For effective implementation of the standard in other organizations, the study recommended that organizations should plan carefully, measuring internal as well as external aspects and performing cost-effective analysis of the implementation process. Also they should use gap analysis to assess their actual abilities against ISO requirements. When this study was performed, the number of certified organizations was still small, constraining more in depth research in this area.
298. Mamman, Aminu : Socio-biographical antecedents of intercultural effectiveness: The neglected factors, British Journal of Management, Vol: 6 Iss: 2 Jun 1995
299. Mandell, Mel : Robust repatriation, World Trade, Vol: 7 Iss: 1 Feb 1994
300. Mark, Ken : The Hong Kong connection; CA Magazine, Toronto; Jun/Jul 1999; Vol. 132, Iss. 5;
301. Marquardt, Michael J; Engel, Dean W : HRD competencies for a shrinking world, Training & Development, Vol: 47 Iss: 5 May 1993
302. Marquardt, Michael J; Schuman, Howard : Getting an HRD Job Abroad, Training & Development Journal, Vol: 42 Iss: 2 Feb 1988
303. Mayer, Don; Cava, Anita : Ethics and the gender equality dilemma for U.S. multinationals, Journal of Business Ethics, Vol: 12 Iss: 9 Sep 1993
304. Mayrhofer, Wolfgang & Alexandre Iellatchitch : Rites, right?: The value of rites de passage for dealing with today's career transitions , Career Development International; Volume: 10 Issue: 1; 2005
     • Modern careers have become increasingly non-predictable, characterized by many occupational changes and transitions. Given this background, this paper analyses the potential contributions of the anthropological concept of rites of passage in scientific as well as practical terms. It is argued that, while this concept is not a fully developed theory, it qualifies as a useful model for specific aspects of career transitions. After a general introduction of the concept of rites of passage, the paper examines how it has already been applied to career research, and proposes some fresh developments in order to interpret the role of transitions in modern careers. Although the concept of rites de passage has mostly been applied to very traditional career paths, this paper argues for its validity for modern careers. In particular, the emphasis on a particular rite de passage, namely the rite de marge, allows one to focus on the non-stability of careers today and its consequences for individuals.
305. Mayrhofer, Wolfgang , Alexandre Iellatchitch, Michael Meyer, Johannes Steyrer, Michael Schiffinger, Guido Strunk : Going beyond the individual: Some potential contributions from a career field and habitus perspective for global career research and practice , Journal of Management Development; Volume: 23 Issue: 9; 2004
     • New forms of organising and new forms of individuals private and professional life concepts have affected organisations as well as careers. The resulting new forms of careers are characterised by two major elements: organisations are no longer the primary arena for professional careers and the diversity of careers and career paths is sharply increasing. At the level of global careers similar developments can be observed. In addition, two specifics can be mentioned: a number of additional forms of working internationally supplement expatriation in its classic sense and there seems to be an increasing pressure on the speed and diversity of international assignments. There is comparatively little theoretical insight into these developments. Departing from a sociological perspective and using the theoretical framework of late French Sociologist Pierre Bourdieu, this paper takes a career field and habitus perspective of careers. Based on that, it tries to identify areas of contribution for the global career discussion that can emerge from such an approach.
306. Mayrhofer, Wolfgang; Brewster, Chris : In praise of ethnocentricity: Expatriate policies in European multinationals, International Executive, Vol: 38 Iss: 6 Date: Nov/Dec 1996
     • There is now wide acceptance of the importance of multinational corporations in the world economy and of the importance of their human resource management (HRM) policies. There are increasing developments of theory and research in the field of HRM. The international HRM literature identifies different stages of internationalization (ethnocentric, polycentric, regiocentric, geocentric), with a progression towards the later, most advanced stage. Information from European international companies is used to argue that most organizations still organize international HRM along ethnocentric lines and that, for a number of reasons, they are right to do so. It is further argued that a model where nearly all cases fall into one category may have reached the limits of its usefulness.
307. McClenahen, John S : Why U.S. Managers Fail Overseas, Industry Week Vol: 235 Iss: 4 Nov 16, 1987
308. McDaniel, Josh : Confronting the structure of international development: Political agency and the Chiquitanos of Bolivia Human Ecology; New York; Sept 2002; Vol. 30 Issue 2
     • In the past few decades, Latin America has encountered two related developments that are transforming indigenous peoples' ownership, use, and management of land and resources. The first has been a wave of political organizing among indigenous communities. International linkages, national and regional confederations, and local, intercommunal organizations have proliferated across Central and South America.
309. McDonald, Gael M : ET go home? The successful management of expatriate transfers, Journal of Managerial Psychology, Vol: 8 Iss: 2 1993
310. McGrath-Champ, Susan; Carter, Sturt : The art of selling corporate culture: Management and human resources in Australian construction companies operating in Malaysia, International Journal of Manpower; Volume 22 No. 4; 2001
311. McKee, K., The Human Resource Profession: Insurrection or Resurrection?, Human Resource Management, 36, 1997
312. McKenna, Steve : Cross-cultural attitudes towards leadership dimensions, Leadership and Organizational Development Journal; Volume 19 No. 2; 1998
313. McNeil, Margaret; Pedigo, Kerry : Dilemmas and dictates: managers tell their stories about international business ethics, Asia Pacific Journal of Marketing and Logistics ; Volume 13 ; No. 4 ; 2001
     • Explores the nature and type of ethical dilemmas experienced by western Australian managers engaged in import/export operations. Highlights the strategies used by these managers in terms of what can be done to resolve ethical conflicts in subsequent cross-cultural business activities. Employs a qualitative research method, the critical Incident Technique, to provide a rich and powerful picture of the challenges and strategies found. Generates a matrix which brings together the manager's recommendations on essential ethical actions and practices with particular ethical problems.
314. Medich, Fiona Horton : The management of expatriates: Implications for agribusiness, Agribusiness, Vol: 11 Iss: 4 Jul/Aug 1995
315. Mendenhall, Mark E; Dunbar, Edward; Oddou, Gary R : Expatriate Selection, Training and Career-Pathing: A Review and Critique, Human Resource Management Vol: 26 Iss: 3 Fall 1987
316. Mendenhall, Mark E; Oddou, Gary : The Overseas Assignment : A Practical Look, Business Horizons, Vol: 31 Iss: 5 Sep/Oct 1988
317. Mendenhall, Mark; Oddou, Gary Acculturation Profiles of Expatriate Managers: Implications for Cross-Cultural Training Programs, Columbia Journal of World Business, Vol: 21 Iss: 4 Winter 1986
318. Mendenhall, Mark, & G. Oddou, eds. Readings & Cases in International Human Resource Management, 2nd ed. South-Western College Publishing (Cincinnati, OH), 1995
319. Mendenhall Mark E. ; Günter K. Stahl "Expatriates training and development : Where do we go from here ?" Human Ressource Management, Vol: 39 Iss: Summer/Fall 2000
320. Mendonca, Manuel; Kanungo, Rabindra N : Impact of culture on performance management in developing countries International Journal of Manpower; Volume 17 No. 4; 1996
321. Mignonac, Karim : Understanding willingness to accept domestic relocation: the example of French managers, Career Development International ; Volume 7 ; No. 6 ; 2002
     • This article explores managers' willingness to accept domestic geographical mobility within the company for which they are currently working. We examine the influence of managers' work attitudes and career orientations on their willingness to relocate, posing a number of questions concerning these variables. Elements of answers to these questions are sought through an empirical research study with a sample of 203 private sector French managers. The results are interpreted within a theoretical perspective. We conclude with practical suggestions for developing company policies to facilitate internal managerial mobility
322. Mihaly; Zoltan M : Expatriation: Tax and other consequences, Journal of International Taxation; Boston; Aug 2002;
     • The situation is examined in which a hypothetical taxpayer is considering moving to a location with more favorable tax treatment. The Bahamas does not have any form of direct taxation, such as income, withholding, capital gains, or corporation tax, and is considered tax haven. The Bahamas also does not have inheritance, gift or death taxes. At 17%, the Hong Kong income tax rate is fairly modest. Only income arising in or derived from Hong Kong sources is subject to Hong Kong income tax. Hong Kong imposes an estate duty at the rate of 15% on assets, but it is not levied on assets located outside of Hong Kong. From an overall tax standpoint, Switzerland would not be a particularly attractive country for the taxpayer. However, the country has a separate tax regime for wealthy individuals who want to retire there that is accomplished by the Swiss flat-tax system of taxation. If the tax plan is structured properly and carefully, the taxpayer may not be subject to UK income taxes for many years or may have to pay only nominal UK income taxes on income realized from UK sources.
323. Milliman, J.Non Glinow, M. A./Nathan, M., Organizational Life Cycles and Strategic International Human Resource Management in International Companies: Implications for Congruence Theory, Academy of Management Review, 16, 1991
324. Minbaeva, Dana B. & Snejina Michailova : Knowledge transfer and expatriation in multinational corporations: The role of disseminative capacity , Employee Relations; Volume: 26 Issue: 6; 2004
     • Research on multinational corporation (MNC) knowledge transfer has argued continuously for the behavior of knowledge senders to be a determinant of knowledge transfer. Although the importance of disseminative capacity regarding knowledge transfer has been illustrated in numerous conceptual studies, substantial empirical support is largely absent. Based on previous studies, re-operationalizes disseminative capacity as being dependent upon the ability and the willingness of organizational actors to transfer knowledge where and when it is needed in the organization. Using the context of expatriation, suggests that MNCs may apply different mechanisms depending on whether they want to develop expatriates' ability or willingness to transfer knowledge. Suggests that MNCs may enhance expatriates' willingness to transfer knowledge through the employment of long-term expatriate assignments, whereas expatriates' ability to transfer knowledge may be increased through their involvement in temporary assignments such as short-term assignments, frequent flyer arrangements, and international commuting. Tests the hypotheses empirically based on data from 92 subsidiaries of Danish MNCs located in 11 countries.
325. Mishra, Jitrenda; McKendall, Marie : Globalizing business: The importance of around-the-job cultural training, International Journal of Management, Vol: 10 Iss: 1 Mar 1993
326. Moore, Sarah; Punnett, Betty Jane : Expatriates and their spouses: A pilot study in the Limerick region, and directions for future research, IBAR, Vol: 14 Iss: 2 1993
327. Moran, Robert T : Corporations Tragically Waste Overseas Experience, International Management, Vol: 43 Iss: 1 Jan 1988
328. Moran, Robert T., et al. Developing the Global Organization: Strategies for Human Resource Professionals. Gulf Publishing Co. (Houston, TX), 1993
329. Michael Morley, Christopher Burke, Trevor O'Regan, Susie Inwood : The Irish in Moscow--a question of adjustment; Human Resource Management Journal, London; 1997; Vol. 7, Iss. 3;
330. Moe, Tun Lin & Pairote Pathranarakul : An integrated approach to natural disaster management: Public project management and its critical success factors - Disaster Prevention and Management; Volume: 15 Issue: 3; 2006
331. Morley, Michael; Gunnigle, Patrick; Haraty, Noreen : Developments in flexible working practices in the Republic of Ireland, International Journal of Manpower; Volume 16 No. 8; 1995
332. Morley, Michael J. & David G. Collings Contemporary debates and new directions in HRM in MNCs: introduction, International Journal of Manpower; Volume: 25 Issue: 6; 2004
     • This paper focuses on the debates about globalisation – its nature and impact – and the significance of multinational companies in the global economy. Introduces the special issue of the International Journal of Manpower, based on selected papers presented at the 7th Conference on International Human Resource Management hosted by the University of Limerick in June 2003, which focused on the issue of HRM and its transferability in such corporations. The MNC is viewed as the vehicle by which dominant HR policies and practices are transported across national boundaries and the papers shed light on the likelihood of, and limits, to this transfer. In order to contextualise the debate, the paper begins by outlining the extent to which human resource management remains a key issue for multinational corporations and, in advance of introducing the five papers in this special issue, summarily charts some of the key research trends emerging in the literature on international human resource management (IHRM).
333. Monks, Kathy; Scullion, Hugh; Creaner, Jane : HRM in international firms: Evidence from Ireland, Personnel Review; Volume 30 No. 5; 2001
334. Monks, Kathy & John McMackin; Designing and aligning an HR system; Human Resource Management Journal, London; 2001; Vol. 11, Iss. 2; pg. 57, 16 pgs
     • This article reports the results of a study conducted in the wholesale banking arm of a major international financial institution in Ireland. This took a multi-level perspective in exploring the construction of the HR system at group, divisional and strategic business unit levels within the firm. The findings suggest that it is critical to consider the level of analysis in both the construction of the HR system and in its operation at different levels within the multi-divisional firm.
335. Morgan, Leslie O. , Winter Nie, Scott T. Young : Operational factors as determinants of expatriate and repatriate success , International Journal of Operations & Production Management; Volume: 24 Issue: 12; 2004
     • Global business frequently requires the expatriation and repatriation of managers and skilled workers. Previous research has focused on cultural and demographic factors that lead to success with this process. This study goes beyond the cultural and demographic issues to examine implications of operational and technology-related factors, including use of standard practices, degree of technical sophistication of operations, and technical orientation of the employee. Our results indicate that the technical sophistication of operations abroad, use of standard practices at home, technical orientation of the individual, and increased responsibility and promotion all positively contribute to expatriate satisfaction. Repatriate satisfaction is primarily influenced by difficulty in finding a suitable position upon relocation home. The technical orientation of the individual, in turn, has important implications for repatriation success. This research identifies important new operational and technology-related factors that should be considered by global firms in management of their internationally located operations.
336. Morrison, Terri, et al. Kiss, Bow, or Shake Hands: How to Do Business in Sixty Countries. Adams Media (Holbrook, MA), 1994.complexity
337. Mroczkowski, Tomasz; Hanaoka, Masao : Effective rightsizing strategies in Japan and America: Is there a convergence of employment practices? Academy of Management Executive, Vol: 11 Iss: 2 May 1997
338. Namazie, Pari : Factors affecting the transferability of HRM practices in joint ventures based in Iran - Career Development International; Volume: 8 Issue: 7; 2003
     • Human resource management (HRM) is still a new concept in Iran and there is significant research to be done, mainly because of the changes over the past two decades and the recent increase in the re-emergence of multinational companies (MNCs). An active area of academic debate is the degree to which HRM practices follow the multinational or local partners practice in international joint ventures (IJVs). The research suggests the significance of ownership structure of critical resources. The study also shows the importance of socio-cultural differences on the transferability of HR practices and whether these are MNC standardised or localised to the host country. Based on the information from the research findings, the main factors which influenced MNC standardisation or localisation of HRM practices were ownership and control of critical resources, the compatibility of national culture and socio-cultural differences, mutual trust and respect between partners and the compatibility of management styles of the IJV.
339. Naumann, Earl : A Conceptual Model of Expatriate Turnover, Journal of International Business Studies, Vol: 23 Iss: 3 Third Quarter 1992
340. Naumann, Earl : Organizational predictors of expatriate job satisfaction, Journal of International Business Studies, Vol: 24 Iss: 1 First Quarter 1993
341. Nicholson, Nigel; Imaizumi, Ayako : The adjustment of Japanese expatriates to living and working in Britain, British Journal of Management, Vol: 4 Iss: 2 Jun 1993
342. Nye, David : The Female Expat's Promise, Across the Board Vol: 25 Iss: 2 Feb 1988
343. Oddou Gary R. ; Managing your expatriates: What successful firms do. Human Resource Planning, 14, 301-308. (1991).
344. Odenwald, Sylvia : A guide for global training, Training & Development, Vol: 47 Iss: 7 Jul 1993
345. O'Hagan, John P; Allen, Mark S : Expatriate Compensation: An Alternative Approach, Benefits & Compensation International, Vol: 17 Iss: 9 Mar 1988
346. O'Hara-Devereaux, Mary, & R. Johansen. Global Work: Bridging Distance, Culture & Time. Jossey-Bass (San Francisco), 1994.
347. Ordóñez de Pablos, Patricia : Knowledge flow transfers in multinational corporations: knowledge properties and implications for management - Journal of Knowledge Management; Volume: 8 Issue: 6; 2004
     • The aim of this paper is to analyze knowledge flows transfer within multinational corporations. In particular, it is focused on to what extent multinational companies can replicate headquarters’ human resource management systems in subsidiaries. This paper is structured into three major sections. The paper analyzes the transfer of knowledge flows in multinational companies. To analyze this “old problem” and shed light on its solution, the paper draws on the knowledge-based view of the firm and reviews both seminal and recent contributions to this field of research. This paper develops a conceptual framework for the analysis of knowledge transfer at international level. It also examines the influence of four human resource management models (exported, adapted, hybrid and open models) on organizations. It addresses particular factors that influence the transferability of organizational knowledge such as the features of this knowledge and both organizational and national culture. Afterwards, these issues are addressed in the scenario of North-American and Japanese multinational corporations. Multinational firms face important challenges in the actual economic environment. On the one hand, the firm must learn how to exploit its specific resources either acquired in the country of origin or in foreign markets. On the other hand, these firms cannot forget that the source of sustained competitive advantage takes place in the variety of skills and the diversity of knowledge, no in these resources homogeneity. Finally, multinational firms can benefit from international fertilization, because knowledge exploring and exploitation activities are closely relationed with the concepts of synergies, interdependence and interactive organizational learning. That is, the organizational capacity to innovate is the result of the interrelation among the units that form the firm. This paper offers a knowledge-based view of the firm to help managers with the management of knowledge flows in multinational companies.
348. O'Reilly, Mark L : Expatriate pay: The state of the art, Compensation & Benefits Management, Vol: 12 Iss: 1 Winter 1996
349. Osland, Joyce S, Silvio de Franco, Asbjorn Osland :Organizational implications of Latin American culture: Lessons for the expatriate manager;Journal of Management Inquiry, Thousand Oaks; Jun 1999; Vol. 8, Iss. 2;
350. Osland, Joyce S : The journey inward: Expatriate hero tales and paradoxes; Human Resource Management, New York; Summer/Fall 2000; Vol. 39, Iss. 2,3;
     • Based on interviews with returned expatriates, Joseph Campbell's metaphor of the hero's journey is used to analyze expatriate stories. The resulting framework outlines the predictable stages in the expatriate journey and articulates for the first time the complex, transformational nature of the expatriate experience and its inherent paradoxes. In addition to helping expatriates make sense of their experience, this framework furnishes prospective expatriates with more realistic expectations and provides practical lessons for companies and human resource professionals who want to handle expatriates more effectively.
351. Osland, Joyce S. : The Adventure of Working Abroad: Hero Tales from the Global Frontier. Jossey-Bass (San Francisco), 1995
352. Oster, Patrick : The fast track leads overseas, Business Week, Iss: 3343 Nov 1, 1993
353. O'Sullivan, Sharon Leiba; Steven H Appelbaum; Corinne Abikhzer : Expatriate management "best practices" in Canadian MNCs: A multiple case study, Career Development International; Bradford; 2002;
     • An in-depth description of the expatriate management practices of 4 Canadian multinationals is presented in order to determine how closely Canadian practices correspond to the best practices described in the international HRM literature. Toward that end, this paper reviews the IHRM literature. A qualitative study design was employed, in the form of a holistic multiple case study with 4 Canadian MNCs. Results indicated that, contrary to trends noted in the literature, the Canadian firms studied do not neglect expatriate management practices, although they do not fully implement such practices either - at least not to the extent advocated in the literature. The key explanation put forth is the lack of any systematic evaluation of these practices, which might have enabled shortcomings to be more readily recognized. The other key finding was that the participating firms relied extensively on expatriates to be proactive in managing various aspects of their own careers.
354. Ozbilgin, Mustafa : “International” human resource management: Academic parochialism in editorial boards of the “top” 22 journals on international human resource management Personnel Review; Volume: 33 Issue: 2; 2004
     • Despite over 20 years of academic hype, international human resource management (IHRM) literature has been only partly successful in its original claim to offer a universal panacea for complexities of managing people that can transcend national, cultural and economic divides. This paper provides evidence from earlier studies on limited nature of geographic coverage of the mainstream IHRM writing and surveys the editorial membership, policies and guidelines of a select number of journals with a view to contribute to our understanding of North American and Western European domination in this field. Exploring the major constraints in geographical and cultural reach of the IHRM journals and the geographic homogeneity in the membership profiles of their editorial boards, the paper offers strategies for change towards a more inclusive approach to research and writing in the field of IHRM.
355. Özçelik, Ayse Oya & Fulya Aydinli : Strategic role of HRM in Turkey: a three-country comparative analysis - Journal of European Industrial Training; Volume: 30 Issue: 4; 2006
356. Page, Andrea : Jersey sans frontieres, International, Iss: 68 Oct 1993
     • Record amounts of cash poured into Jersey-based collective funds in the first half of 1993. Demand for non-sterling currencies has spurred Jersey's most conservative institutions into the currency market. Both Barclay's and Midland Offshore's checking accounts form the core of expatriate packages. An important element of both banks' expatriate service is mortgage lending. Recent activity in Jersey's banking scene includes the licensing of 2 new banks. Jersey's banks are offering new fixed-term, fixed-return products. Many Jersey institutions that offer banking services do not see themselves as offering low-entry bank accounts for regular use. Others, like Royal Trust Bank, view their bank accounts as merely an opening to fund and personal investment services. In Jersey, trusts need not be registered with any public authority, thereby creating confidentiality. Many asset managers have scaled their personalized portfolio management services down to suit clients without millions to invest.
357. Page, Andrea : Making sense of financial advice, International, Iss: 60 Feb 1993
358. Paik, Yongsun, Teagarden, M. B., Strategic International Human Resource Management Approaches in the Maquiladora Industry: A Comparison of Japanese, Korean and U.S. Firms, International Journal of Human Resource Management, 6, 1995
359. Paik, Yongsun; The extent of divergence in human resource practice across three Chinese national cultures: Hong Kong, Taiwan and Singapore; Human Resource Management Journal, London; 1996; Vol. 6, Iss. 2
     • A study examines the extent of divergence versus convergence impact on the design of performance appraisal schemes across 3 Chinese culture-based newly industrialized countries: Hong Kong, Taiwan and Singapore. The survey research, which assessed respondents' perceptions of their country's predominant behavioral characteristics of management practice pertinent to performance appraisals, demonstrated significant differences among the countries under study. The results suggest that, contrary to past cross-cultural cluster research, homogeneity should not automatically be assumed in guiding important management practices such as performance appraisal.
360. Paik, Yongsun; Segaud, Barbara; Malinowski, Christy : How to improve repatriation management: Are motivations and expectations congruent between the company and expatriates? International Journal of Manpower ; Volume 23 ; No. 7 ; 2002
     • Despite the growing recognition of its impact on successful expatriate management, repatriation continues to be a source of frustration to many human resources managers and the expatriates themselves. This study is designed to investigate underlying reasons for the failure of repatriation by comparing and contrasting the views of human resource managers and those of expatriates. Based on in-depth interviews and mail surveys conducted in the USA, Scandinavia and the UK, this study concludes that discrepancy between the two parties in terms of motivations and expectations adversely influences the outcome of repatriation, often resulting in high attrition rates upon reentry to the home country. The paper also discusses similarities and differences between the US and Scandinavian respondents.
361. Panvisavas, Veerades & J. Stephen Taylor : The use of management contracts by international hotel firms in Thailand - International Journal of Contemporary Hospitality Management; Volume: 18 Issue: 3; 2006
362. Papalexandris, Nancy; Chalikias, John : Changes in training, performance management and communication issues among Greek firms in the 1990s: intercountry and intracountry comparisons, Journal of European Industrial Training ; Volume 26 ; No. 7 ; 2002
     • Based on evidence from the Cranet survey this paper examines the progress in the practice of HRM in Greek organizations, comparing results from 1992 to those of the 1999 survey round, focusing on various core functions such as training and development, performance management and employee communications. It also compares these developments to the overall European scene. Results show more improvement in training and performance management and less in employee communications. From examination of survey results, it is obvious that Greece follows the EU trends towards an improved, more strategic role of HRM. However, statistical analysis of data from the comparative survey across European countries indicates a slower pace in improvements and some differences, which Greek companies will have to overcome. In this effort, training and development appears to be the most critical factor.
363. Pechter, Kerry : Career management: The foreigners are coming, International Business, Vol: 6 Iss: 9 Sep 1993
364. Peltokorpi, Vesa : Japanese organizational behavior in Nordic subsidiaries: A Nordic expatriate perspective , Employee Relations; Volume: 28 Issue: 2; 2006
     • This paper seeks to fill the research gap created by predominately Anglo-Saxon large-scale surveys and comparative studies by providing insights of Japanese organizational behavior through the eyes of Nordic (Finland, Denmark, Norway, and Sweden) expatriates. The empirical material of this paper is based on 30 semi-structured interviews collected in Japan in 2002 and 2004. The interviews indicate that verticality and collectivism have a prominent influence on Japanese organizational behavior. The prominent theme of verticality deviates from several Anglo-Saxon studies focusing on collectivism.
365. Peltonen, Tuomo : Managerial career patterns in transnational corporations: An organizational capability approach, European Management Journal Vol: 11 Iss: 2 Jun 1993
     • Managerial careers across borders have been treated as a cross-cultural phenomenon in most research. Within a transnational corporation, however, managerial mobility patterns should be taken seriously as an element of organizational capability. Following this theme, a new approach to managerial work experience patterns in multinational corporations is proposed. A typology of generic career patterns based on a view of different situational career step contexts is suggested. Implications for management development and general human resource management are discussed. Given the notion of organizational capability as a critical long-term competitive element of multinational corporations, a consistent approach for managerial mobility in multinational corporations is to focus on career chains of experience, which serve as different business and corporate contexts for accumulation of individual managerial knowledge.
366. Peppas, Spero C. : Diversity in the workplace: Hispanic perceptions of the hiring decision , Employee Relations; Volume: 28 Issue: 2; 2006
     • Given the growing importance of the Hispanic population in the USA, the increasing presence of this minority at all organizational levels, and the possibility that different subcultures would value different traits when hiring, the purpose of this research was to determine if there were culture-related differences in the importance placed on 26 job applicant attributes by Hispanics and non-Hispanics who were involved in hiring. This study compares the importance ratings of 26 job selection attributes by Hispanic and non-Hispanic respondents to determine the hiring criteria that are important to each group, and to see if differences are statistically significant. Significant differences in mean rating scores were found in 13 of the 26 criteria. The Hispanic sample attached greater importance to subjective traits, while the non-Hispanic group had higher ratings for objectively-assessed traits. Given organizational efforts to increase diversity and changing demographics in the US workforce, the results of this study should prove useful to individuals and organizations in the private and public sectors. The findings show that Hispanic and non-Hispanic respondents had significantly different perceptions with regard to the importance of certain hiring criteria and hence, may assess candidates differently because of what they consider important.
367. Peppas, Spero C; Chang, Lisa : The integration of inpatriates into rural communities, Management Decision ; Volume 36 ; No. 6 ; 1998
     • Many US firms are facing difficulty finding qualified US citizens to fill technical/scientific positions and are turning to foreign nationals to meet their needs. In some cases, the employee/company match is less than ideal. This study focuses on foreign-born employees working in a particular industrial sector in rural Georgia, USA. Some firms in this industry feel that the problems they are experiencing with these employees are due to cultural factors. The primary purpose of this exploratory study is to identify cultural and other issues affecting the integration of foreign-born individuals into firms in rural communities. This article stimulates thought concerning human resource issues in our increasingly interactive global environment.
368. Perkins, Stephen J ; Global champions: Who's paying attention?;Thunderbird International Business Review, New York; Jan/Feb 2001; Vol. 43, Iss. 1; pg. 53
369. Peterson, Richard B; Sargent, John; Napier, Nancy K; Shim, Won S : Corporate expatriate HRM policies, internationalization, and performance in the world's largest MNCs, Management International Review, Vol: 36 Iss: 3 Third Quarter 1996
370. Petrovic, Jelena; Kakabadse, Nada K : Strategic staffing of international joint ventures (IJVs): an integrative perspective for future research, Management Decision ; Volume 41 ; No. 4 ; 2003
     • Drawing on the literature on international joint ventures (IJVs) and strategic international human resource management, the paper proposes a model for strategic staffing of IJVs based on an integrative (strategic intent and negotiations) perspective. Building on the results of previous studies that indicate, directly or indirectly, the importance of control in staffing, the paper proposes that strategic control may be a critical driver that underpins IJV staffing. In conclusion, the paper outlines an agenda for future research that can test the model and explore possible implications.
371. Pfaendler, Martin : Maximizing the chanced of success in foreign assignments Benefits & Compensation International; London; Sep 2002; Volume: 32 Issue: 2
     • Appropriate preparation before departure, together with professional support while abroad, is essential to ensuring the transfer of employees to foreign assignments both contributes to business success and produces the results to justify the costs. Care should be taken to select candidates carefully, full details should be provided about the job and the way of life in the host country, communication with the transferred employee should be maintained, special attention and support should be provided to expatriates and their families, and the company should provide support for the employee's return. Specialists and managers on foreign assignment are vital for corporate prosperity around the world, but they require specific, intensive and internationally orientated support. To optimize assignment success, it is necessary for their special situation to be recognized.
372. Pfeiffer, J., Competitive Advantage Through People, Boston: Harvard Business School Press 1994.
373. Pheng, Low Sui & Ben S.K. Lee : "Managerial grid" and Zhuge Liang's "Art of management" : integration for effective project management, Management Decision ; 35: 5, 1997
374. Piet-Pelon, Nancy, & B. Hornby. Women's Guide to Overseas Living, 2nd ed. Intercultural Press (Yarmouth, ME), 1992.
375. Pires, Guilherme &John Stanton, Shane Ostenfeld Improving expatriate adjustment and effectiveness in ethnically diverse countries: marketing insights Cross Cultural Management: An International Journal; Volume: 13 Issue: 2; 2006
     • Expatriate worker failure is common and costly. While there is considerable emphasis on the technical competency of expatriates, social competency is critical but often neglected. Measures to reduce such social failure that focus on reducing the culture shock encountered, need to be examined carefully. This paper has suggested one approach drawing from an analogous situation
376. Point, Sebastien; Tyson, Shaun; What do French annual reports reveal about the internationalisation of companies? European Management Journal; London; Oct 1999; Volume: 17, Issue: 5, UMI Publication No.: 01906044-00739331 Start Page: 555-565
     • There is an increasing trend for larger French companies to merge and enter into joint ventures with other European counterparts. If French companies are more and more concerned about conducting international activities, how do they communicate this dimension to their stakeholders through annual reports? From a consideration of the aims of these reports which highlights the difficulties in disclosing sensitive information, this paper gives a typology of disclosures in the annual reports of 42 leading French companies. This shows that the companies sometimes did not disclose as much information as they could about the international dimension of the firm, but sometimes they provided overwhelming information. The French leading companies seem to emphasize descriptive information rather than information concerning international human resource management or international growth opportunities.
377. Power, Damien; Sohal, Amrik S : An empirical study of human resource management strategies and practices in Australian just-in-time environments, International Journal of Operations and Production Management; Volume 20 No. 8; 2000
378. Pruzin, Daniel : Location ... and more, World Trade, Vol: 6 Iss: 9 Oct 1993
379. Pucik, V., Globalization and Human Resource Management, in Pucik, V./Tichy, N./Barnett, C. (eds.), Globalizing Management: Creating and Leading the Competitive Organization, New York: Wiley 1992
380. Punnett, Betty Jane : Towards effective management of expatriate spouses, Journal of World Business, Vol: 32 Iss: 3 Fall 1997
381. Quang T., Swierczek F. & Chi D. : Effective leadership in joint ventures in Vietnam: a cross-cultural perspective, Journal of Organizational Change Management; Vol 11 No 4 98
382. Quelch, John A : The new country managers, McKinsey Quarterly, Vol: 1992 Iss: 4 ,1992
383. Ralston, David A; Terpstra, Robert H; Cunniff, Mary K; Gustafson, David J : Do expatriates change their behavior to fit a foreign culture? A study of American expatriates' strategies of upward influence, Management International Review, Vol: 35 Iss: 1 (Special Issue)
384. Rao, S Subba; Raghunathan, T.S.; Solis, Luis E : The best commonly followed practices in the human resource dimension of quality management in new industrializing countries: The case of China, India and Mexico, International Journal of Quality and Reliability Management; Volume 16 No. 3; 1999
385. Ratnam, C.S. Venkata; Chandra, V : Sources of diversity and the challenge before human resource management in India, International Journal of Manpower; Volume 17 No. 4; 1996
386. Redding, S. G., & Ng, M. (1982). The role of "face" in the organizational perception of Chinese managers. Organization Studies, 3, 201-219.
387. Reynolds, John I; Rice, George H., Jr : American Education for International Business, Management International Review, Vol: 28 Iss: 3 Third Quarter 1988
388. Richards, Lance J : Hiring multicultural vagabonds; Workforce, Costa Mesa; Nov 1998; Vol. 3, Iss. 6;
389. Richardson, Daniel B; Rullo, Vincent : Going Global: Are You Ready for an Overseas Assignment?, Management Accounting, Vol: 73 Iss: 12 Jun 1992
390. Richardson, Julia; McKenna, Stephen : Metaphorical "types" and human resource management: self-selecting expatriates, Industrial and Commercial Training ; Volume 32 ; No. 6 ; 2000
     • Whilst globalisation has led to increasing international mobility, the contemporary expatriate management literature has focused on managers and corporate executives who are sent on an overseas appointment by their employers. By comparison, self-selecting expatriates remain an under-researched group. Specifically, at a time when internationalisation is a major trend in higher education very little is known about expatriate academics as an example of self-selecting expatriates. Drawing on a qualitative study of British academics, this article suggests that metaphor may be a useful tool for developing our understanding of self-selecting expatriates. It then discusses the four metaphors, which have emerged from the study. Finally it shows how those metaphors can be used to facilitate better management practices not only for the growing number of expatriate academics but also for self-selecting expatriates more generally.
391. Richardson, Julia & Steve McKenna : Exploring relationships with home and host countries: A study of self-directed expatriates - Cross Cultural Management: An International Journal; Volume: 13 Issue: 1; 2006
     • To explore self-directed expatriates' relationships with their home and host countries by drawing on an existing model of expatriate managers' allegiance to home and host organizations. Using a qualitative methodology and thematic analysis, the study draws on interviews with 30 expatriate academics in four countries. Specifically, the paper draws on Black and Gregersen's model of allegiance to home and host organizations to explore the different dimensions and the strength and weakness of those relationships. The findings suggest that, while the model of allegiance presents a useful starting-point, further modifications are required in order to cater for the complexity and dynamism of relationships with home and host countries.
392. Richardson, Julia : Self-directed expatriation: family matters , Personnel Review; Volume: 35 Issue: 4; 2006
     • Family played a strong role in the decision to expatriate independently, particularly spouse and children. Yet, extended family remaining in the home country were also implicated. Moreover, participants drew on previous family experiences and history to explain their decision. The concept of the “significant” other was useful in explaining these findings.
393. Richardson, Julia & Stephen McKenna : Metaphorical “types” and human resource management: self-selecting expatriates , Industrial and Commercial Training; Volume: 32 Issue: 6; 2000
     • Whilst globalisation has led to increasing international mobility, the contemporary expatriate management literature has focused on managers and corporate executives who are sent on an overseas appointment by their employers. By comparison, self-selecting expatriates remain an under-researched group. Specifically, at a time when internationalisation is a major trend in higher education very little is known about expatriate academics as an example of self-selecting expatriates. Drawing on a qualitative study of British academics, this article suggests that metaphor may be a useful tool for developing our understanding of self-selecting expatriates. It then discusses the four metaphors, which have emerged from the study. Finally it shows how those metaphors can be used to facilitate better management practices not only for the growing number of expatriate academics but also for self-selecting expatriates more generally.
394. Richardson, Julia; McKenna, Steve International experience and academic careers: What do academics have to say? Personnel Review; Volume: 32 Issue: 6; 2003
     • This paper focuses on the relatively unexplored link between international experience and academic careers. Drawing on a study of 30 British academics in four countries, it reports how they accounted for their decision to take an overseas appointment and how they evaluated that appointment. The contemporary career literature is used as a framework for analysis connecting the findings with “traditional” and “new” career themes. The desire to travel was found to be a key driver in taking the overseas appointment. When it came to evaluating the overseas appointment, however, upward career mobility in the context of increasing internationalisation was a major concern. The paper offers a number of key concerns for managers in institutions of higher education, particularly those concerned with the management and recruitment of international faculty.
395. Richardson, Julia; McKenna, Steve : Leaving and experiencing: why academics expatriate and how they experience expatriation, Career Development International ; Volume 7 ; No. 2 ; 2002
     • Globalisation has led to increasing international mobility amongst business and education professionals. Whilst expatriate management literature focuses on expatriate assignment of corporate executives, expatriate academics remain an under researched group. Higher education literature has focused on internationalisation of education systems, notably the growth in international strategic alliances between universities, and mobility amongst students. Therefore compared with what is known about the student body, very little is known about the experiences of internationally mobile academics. Drawing on a qualitative study of academics, this paper evaluates the use of metaphor for understanding the "motivation to go" overseas and the "experience" of expatriation. It evaluates four metaphors which have emerged from the study for expatriating and four others for the experience of expatriation. Finally it suggests that the voluntary, self-selecting expatriate should be much more extensively researched.
396. Richter, David : Medical care when you need it, China Business Review, Vol: 20 Iss: 6 Nov/Dec 1993
397. Riusala, Kimmo; Suutari, Vesa : Expatriation and careers: perspectives of expatriates and spouses, Career Development International ; Volume 5 ; No. 2 ; 2000
     • The relationship between foreign assignment and career development has been stated to be unclear, and further research has been called for with regard to career challenges and career management programmes of expatriates. Furthermore, today an extensive proportion of marriages are dual-career partnerships with both partners employed, and thus a need to take this into account has been stressed in expatriate literature. The present study covers these issues based on the experiences of about 300 Finnish expatriates. Career arrangements after repatriation was a very prominent concern among expatriates. On the other hand, the results also indicate that career-related support practices were not very common in this sample, but there was clear inconsistency between perceived necessity and actual use of these programmes. Dual-career couples' career considerations played a central role as in the case of expatriates. However, dual-career support was not commonly available although it was again seen as necessary.
398. Roazen-Paul : Finding oneself in exile, Queen's-Quarterly, v.104(3) Fall'97
399. Robins, James A., Stephen Tallman & Karin Fladmoe-Lindquist : Autonomy and dependence of international cooperative ventures: an exploration of the strategic performance of U.S. ventures in Mexico, Strategic Management Journal, Volume 23, Issue 10, 2002. Pages: 881-901
     • Researchers have begun to view international cooperative ventures as complex, multiparty organizations in which foreign and local firms and the venture itself all have distinctive roles. This approach has important implications for the venture strategies of foreign firms in emerging economies. This study explores relationships between the resource contributions of parent firms and U.S. managers' assessment of venture performance in a sample of established U.S.-Mexican ventures. The research suggests that mature cooperative ventures are expected to achieve autonomy from parent firms in key areas at the same time that certain forms of strategic dependency also are important to success. Copyright © 2002 John Wiley & Sons, Ltd.
400. Rodrigues, Carl A; Blumberg, Harvey Do feminine cultures really behave more feminine than masculine cultures? A comparison of 48 countries femininity-masculinity ranking to their UN human development rankings, Cross Cultural Management; Volume 7 No. 3; 2000
401. Roe, Emery M : Public service, rural development and careers in public management: A case study of expatriate advising and African land reform, World Development, Vol: 21 Iss: 3 Mar 1993
402. Ronen, S. (1986). Comparative and multinational management. New York: Wiley. Ronen, S., & Shenkar, O. (1985). Clustering countries on attitudinal dimensions: A review and synthesis. Academy of Management Review, 10, 435-454.
403. Ross, Peter : Management strategies in transitional economies: Organisational restructuring and employment relations (ER) at Ceský Telecom , Employee Relations; Volume: 28 Issue: 2; 2006
     • To provide an analysis of the privatisation of the Czech Republic's former state-owned telecommunications monopoly, Ceský Telecom, in relation to governance, organisational restructuring and strategic human resource management (SHRM) practices. This research project used a qualitative approach that supported an in-depth case study analysis. This included semi-structured interviews that were conducted across a broad range of stakeholders associated with the Czech telecommunications sector. SHRM and downsizing theories were used to assist in the analysis of this data. The paper finds that management strategies at Ceský Telecom exhibited some similarities with those of Western TelCos facing similar deregulation issues. However, these processes were tempered by country-specific historical and institutional factors, including the relatively weak institutional structures and mechanisms found in Eastern Europe
404. Rowley; Chris &John Benson : Convergence and divergence in Asian human resource management, California Management Review; Berkeley; Winter 2002;
     • The globalization of the field of human resource management (HRM) has led to some common changes in international HRM practices. On the surface, this indicates a degree of convergence. With deeper examination, however, a different picture emerges. Many differences in HRM remain due to a variety of limiting factors, ranging from economic stages of development to business strategies, national culture, and fixed enterprise mindsets. Using evidence from a selection of diverse economies in Asia, this article explores and maps out these patterns and discusses the challenges for research and management practice.
405. Roussillon, Sylvie; Bournois, Frank : Identification and development of potential for management and executive positions in France, Career Development International; Volume 2 No. 7; 1997
406. Rushing, Kristine & Brian H. Kleiner : New developments in executive relocation practices Management Research News; Volume: 26 Issue: 2/3/4; 2003
     • Looks at domestic relocation practices and how the expatriation assignments have worked out in recruitment and retention. States that both domestic and international assignment relocation face similar issues but that there are many extra items in international assignments. Records around 70 per cent of all employee relocations fail due to personal or family difficulties. Concludes that employers now realise that managing the employee’s concerns better will be an advantage to both parties in the long run, with fewer failures for employees in their assignments and for management in cost.
407. Sagie, Abraham; Weisberg, Jacob : The transformation in human resource management in Israel, International Journal of Manpower; Volume 22 No. 3; 2001
408. Santos, Fernando C.A : Integration of human resource management and competitive priorities of manufacturing strategy International Journal of Operations and Production Management; Volume 20 No. 5; 2000
409. Sappinen, Jukka : Expatriate adjustment on foreign assignment, European Business Review, Vol: 93 Iss: 5 1993
     • Adjustment to a foreign culture is a critical factor determining the potential success of an expatriate. The cross-cultural adjustment is generally described by using a U-shaped curve to illustrate the adjustment process. However, research on Finnish expatriates showed no evidence for a U-shaped adjustment process. There clearly seemed to be fluctuations in the stage of adjustment during the process. Two case studies (a joint venture between one Finnish company and 2 Estonian organizations and a direct investment by a Finnish person) are presented to give light on the situation. A wave-curve hypothesis is also presented. It is a dynamic model for understanding the relationship between the success/failure factors, expatriate adjustment, and expatriate's commitment to work. Companies should be aware of the possibilities they have to enhance the successfulness of the expatriation. They should know that for cultural difference factors there is not much they can do except be aware of them. In fact, the more aware the company is, the better it can set goals for the period and the easier it is to accept the other culture.
410. Sargent, John & Linda Matthews : Expatriate reduction and Mariachi Circle: Trends in MNC human-resource practices in Mexico; International Studies of Management & Organization, White Plains; Summer 1998; Vol. 28, Iss. 2;
411. Satow, Takao; Wang, Zhong-Ming : Cultural and Organizational Factors in Human Resource Management inChina and Japan, Journal of Managerial Psychology; Volume 9 No. 4; 1994
412. Schell, Michael, & C.M. Solomon. Capitalizing on the Global Workforce: A Strategic Guide for Expatriate Management. Irwin (Chicago), 1997.
413. Schmidt, Jeffrey A ; The correct spelling of M&A begins with HR; HRMagazine, Alexandria; Jun 2001; Vol. 46, Iss. 6; pg. 102, 6 pgs
     • If you think HR's role in a merger or acquisition begins when the deal is inked, think again. The earlier HR is involved in the process, the greater the likelihood of success, according to an extensive survey on merger and acquisition activity. The study, sponsored by the Society for Human Resource Management Foundation and conducted by Towers Perrin, a worldwide consulting organization, found a direct correlation between HR involvement and M&A success
414. Schneider, Susan C; Asakawa, Kazuhiro; American and Japanese expatriate adjustment: A psychoanalytic perspective Human Relations; New York; Oct 1995;
415. Schneider, S. C. (1989). Strategy formulation: The impact of national culture. Organization Studies, 10(2), 149-168.
416. Schneider, S. C., National vs. Corporate Culture: Implications for Human Resource Management, Human Resource Management, 27, 1988
     • Corporate culture serves as a behavioral control by headquarters over their subsidiaries by instilling particular norms and values. The HRM practices that reflect corporate culture and are used by multinational corporations (MNC) run the risk of clashing with the beliefs, values, and norms of the subsidiary's national culture. National cultures thus can influence the choices MNCs make regarding human resource practices in the following areas: 1. planning and staffing, 2. appraisal and compensation, and 3. selection and socialization. As American MNCs move from an international to a global or worldwide perspective, corporate culture is expected to provide coordination and coherence. However, the following issues concerning the role of corporate culture in the international arena should be considered: 1. differentiation versus integration, 2. autonomy versus control, and 3. national versus corporate boundaries.
417. Schneider, S. C., & de Meyer, A. (1991). Interpreting and responding to strategic issues: The impact of national culture. Strategic Management Journal, 12, 307-320.
418. Schuler, Randall & Susan Jackson; HR issues and activities in mergers and acquisitions; European Management Journal, London; Jun 2001; Vol. 19, Iss. 3; pg. 239
     • Mergers and acquisitions fail frequently as a result of the neglect of human resource issues and activities. This article proposes a 3-stage model of mergers and acquisitions that systematically identifies several human resource issues and activities. Numerous examples are offered to illustrate the issues and activities in each of the 3 stages. The article concludes with a description of the role and importance of the HR department and leader.
419. Schuler, R. S.; Dowling, P. J.; De Cieri, H. : An Integrative Framework of Strategic International Human Resource Management, International Journal of Human Resource Management, 4, 1993
420. Schuler, R. S.; Florkowski, G. W.: Research in International Human Resource Management, in Punnett, B. J./Shenkar, O. (eds.), Handbook of International Management Research, Cambridge: Blackwell 1996.
421. Scullion, Hugh : Staffing policies and strategic control in British multinationals, International Studies of Management & Organization, Vol: 24 Iss: 3 Fall 1994
422. Seelye, H. Ned, & A. Seelye-James. Culture Clash: Managing in a Multicultural World. NTC Business Books (Lincolnwood, IL), 1995.
423. Segalla, Michael ; Alfonso Sauquet & Carlo Turati; Symbolic vs functional recruitment: Cultural influences on employee recruitment policy; European Management Journal, London; Feb 2001; Vol. 19, Iss. 1; pg. 32
     • This paper reports the results of a study of the cultural influences on employee recruitment. Models built upon the works of Perlmutter and Heeman's international staffing policy framework and others are examined. The results of this study indicate that nationality is a good determinant of the choice of internal or external promotion systems. The data provide evidence that certain cultures are likely to recruit managers who represent a symbolic value for the organization or its clients while others follow a more instrumental recruitment strategy. It is concluded that human resource programs designed to standardize career management policy across Europe may fail because of intentional and unintentional barriers.
424. Selmer, Jan, ed. Expatriate Management: New Ideas for International Business. Quorum Books (Westport, CT), 1996
425. Selmer, Jan : Differences in leadership behaviour between expatriate and local bosses as perceived by their host country national subordinates -, Leadership and Organization Development Journal, Vol 18 (1)1997
426. Selmer, Jan : Career issues and international adjustment of business expatriates, Career Development International ; Volume 4 ; No. 2 ; 1999
     • Western business expatriates, mostly from the USA, France, the UK and Sweden, responded to a mail survey exploring career issues and their degree of international adjustment. Unexpectedly, it was found that meeting career goals within the corporation does not significantly affect work adjustment, but it does have a positive impact on the other two dimensions of sociocultural adjustment, general and interaction adjustment. As predicted, it does also have a positive affect on psychological adjustment, as measured by subjective well-being. Surprisingly, none of the other variables depicting career issues for expatriates, career development fit, wrong/ useful career move, and supportive corporate attitude to expatriation, had any significant effect on either sociocultural or psychological adjustment. These unexpected findings are discussed in detail and approaches for further research in this area are recommended.
427. Selmer, Jan; Ebrahimi, Bahman P; Mingtao, Li : Corporate career support: Chinese mainland expatriates in Hong Kong, Career Development International ; Volume 5 ; No. 1 ; 2000
     • Business expatriates from the Chinese mainland assigned to Hong Kong responded to a questionnaire regarding availability and usage of corporate career development activities. It was found that corporate development activities had a very low availability, indicating little interest on the part of the Chinese parent organizations to assist in the development of their expatriates' careers. Comparing these findings with western expatriates in the territory, the Chinese expatriates were at a clear disadvantage. Nevertheless, those career development activities that were made available by the Chinese assigning organizations were well used.
428. Selmer, Jan Cross-cultural training and expatriate adjustment in China: Western joint venture managers , Personnel Review; Volume: 34 Issue: 1; 2005
     • This paper emphasises the work context in China when training expatriate candidates. Alternatively, individuals should be selected with recent positive experiences of the host country and work task at hand. Such experience could be regarded as a perfect substitute for cross-cultural training The distinction between different organisational contexts in assessing the effect of cross-cultural training constitutes a novel approach. The study contributes to the literature on the effectiveness of cross-cultural training of business expatriates in general and the impact of their organisational setting in particular. It is important to notice that the improved adjustment covers the very reason for the foreign assignment, the work duties of the expatriate manager.
429. Selmer, Jan : Human resource management in Japan - Adjustment or transformation? International Journal of Manpower; Volume 22 No. 3; 2001
430. Selmer, Jan : Adjustment of Western European vs North American expatriate managers in China, Personnel Review ; Volume 30 ; No. 1 ; 2001
     • Western European and North American expatriate managers on the Chinese mainland responded to a mail survey about their sociocultural and psychological adjustment. The results indicated that Western European managers were less well socioculturally adjusted than their North American counterparts, especially concerning interaction adjustment. However, comparing the major nationalities taking part in the study revealed that US, British and German expatriates had significantly higher scores for interaction adjustment than did the French managers. There were no significant differences between these nationality groups in terms of the other sociocultural adjustment variables or regarding psychological adjustment. The implications for expatriate managers destined for the Chinese mainland, as well as for their companies assigning them there, are discussed.
431. Selmer, Jan; Leung, Alicia S.M. : Career management issues of female business expatriates, Career Development International ; Volume 7 ; No. 6 ; 2002
     • Few studies have delved into career management issues of women on foreign assignments, especially compared to male expatriates. Therefore, a large-scale mail survey was directed towards Western female and male business expatriates in the same host location. Controlling for the effects of differences in the demographic background of the gender groups, we found that female business expatriates could less often meet their career goals within their corporation than their male counterparts. There was also a tentative indication that women may regard their expatriation as a less useful career move than men. Implications of these findings for globalizing firms, female executives and future research are discussed.
432. Selmer, Jan; Leung, Alicia S.M. : Expatriate career intentions of women on foreign assignments and their adjustment, Journal of Managerial Psychology ; Volume 18 ; No. 3 ; 2003
     • Despite an increasing demand for international executives, only the most determined women may get assigned abroad. Will this resolve for a career abroad also help them to become successful in their foreign assignment? To answer this question, Western female business expatriates in Hong Kong responded to a mail survey about their expatriate career intentions and their international adjustment. Controlling for the time they had been assigned to Hong Kong, the results show that the more determined the women are to pursue an expatriate career, the better is their interaction adjustment. This is a fundamental finding, as both the other two dimensions of sociocultural adjustment, general adjustment and work adjustment, are based on interpersonal interactions. Implications of these findings for globalizing firms as well as for their female employees are discussed.
433. Selvarajah, Christopher & Stanley Petzall : The expatriation experience of the Chinese spouse in New Zealand . Equal Opportunities International; Volume: 22 Issue: 5; 2003
     • This study examines the adjustment process and the adaptability of the Chinese migrant spouses’ in Auckland, New Zealand. A total of 97 spouses participated in a survey from a random sample of 200. The results suggest that both anticipatory and in-country experiences are relevant to adjustment. The results of the study, specifically suggest that the adjustment process experienced by the Chinese spouses in the New Zealand environment is based on a number of factors such as (1) the amount of information and knowledge of New Zealand they have prior to arrival in New Zealand, (2) the backgrounds of the spouses, (3) their experiences prior to and on arrival in New Zealand, and (4) their ability to cope in the new environment.
434. Selvarajah Christopher : Expatriation experiences of Chinese immigrants in New Zealand: factors contributing to adjustment of older immigrants , Management Research News; Volume: 27 Issue: 8/9; 2004
     • This seminal research investigates the adaptation experiences of elderly dependent Chinese immigrants who have come to New Zealand under the Family Reunion Category between 1994 and 1998. The study involved a group-administered questionnaire to measure the various aspects of the adaptation experiences of 105 elderly dependent Chinese from China aged 50 years and over. The data set was subjected to ANOVA, Kruskal-Wallis and Factor Analysis to analyse and establish relationships between variables. The results confirmed that there were five main factors that influence the living conditions of the elderly dependent Chinese immigrants in New Zealand. These were, in order of severity, communication in the English language, medical care, transportation, cost of living and interestingly relationships with other family members. The study also confirmed that age, length of time in New Zealand, and the need to stay in New Zealand permanently influenced the adaptability of the elderly Chinese immigrants in New Zealand.
435. Selwyn, Michael : Moving Out, Moving Up, Asian Business, Vol: 28 Iss: 9 Sep 1992
436. Shaffer, Margaret A; Harrison, David A : Expatriates' psychological withdrawal from international assignments: Work, nonwork, and family influences, Personnel Psychology, Vol: 51 Iss: 1 Spring 1998
437. Shaw, Rajib : Indian Ocean tsunami and aftermath: Need for environment-disaster synergy in the reconstruction process - Disaster Prevention and Management; Volume: 15 Issue: 1; 2006
438. Shen, Jie : International performance appraisals: Policies, practices and determinants in the case of Chinese multinational companies - International Journal of Manpower; Volume: 25
     • Since most literature on international performance appraisal is derived from Western MNCs, it is questionable whether the Western theories are equally powerful when applied to other national contexts. This study develops the Chinese international performance appraisal model by exploring performance appraisal policies and practices and the associated factors in Chinese MNCs. It reveals that Chinese MNCs adopt different approaches towards different groups, particularly different nationalities and managerial status. The Chinese international performance appraisals are a mix of home and local appraisal systems, and a mix of traditional Chinese personnel management and modern Western HRM concepts. Moreover, Chinese international performance appraisal policies and practices are affected by various host-contextual and firm-specific factors, and there is also an interplay between international performance and other international human resource management activities.
439. Shen, Jie & Roger Darby : Training and management development in Chinese multinational enterprises Employee Relations; Volume: 28 Issue: 4; 2006
440. Shih, Hsi-An Yun-Hwa Chiang, In-Sook Kim : Expatriate performance management from MNEs of different national origins, International Journal of Manpower; Volume: 26 Issue: 2; 2005
     • This study tries to explore through multiple case studies how expatriate performance management is conducted in multinational enterprises (MNEs) of different national origins. Multiple interviews were conducted with expatriate employees and human resource managers of five MNE subsidiaries operating in the information technology industry, namely, Applied Material (American), Philips (Dutch), Hitachi (Japanese), Samsung (Korean), and Winbond (Taiwan). The findings show that all of the firms surveyed use standardized performance forms set by headquarters, which are not tailored to local operating environments. Also, lack of on-the-job training for expatriates was found to be prevalent among the five MNE subsidiaries. Divergent practices in goal setting, performance appraisal, and performance-related pay were largely attributed to the parent company's culture. The nature of the expatriate mission was another reason for different arrangements in expatriate performance management.
441. Shilling, Marvina : Avoid expatriate culture shock, HRMagazine, Vol: 38 Iss: 7 Jul 1993
442. Shilling, Marvina: How to win at repatriation, Personnel Journal, Vol: 72 Iss: 9 Sep 1993
443. Shumsky, Noel J : Justifying the Intercultural Training Investment, Journal of European Business, Vol: 4 Iss: 1 Sep/Oct 1992
444. Siehl, Caren ; South African Breweries Group; Thunderbird International Business Review, New York; Jul/Aug 2001; Vol. 43, Iss. 4; pg. 569
     • To be competitive in the global marketplace, Graham MacKay, CEO of South African Breweries, felt that valuing and utilizing the diversity throughout the organization would provide a tremendous strategic advantage. Even though there had been shortfalls, he remained passionately committed to the Equity III program. He knew that he had to reaffirm his vision through communications and action. Upon reflecting on the rapid changes his firm had undergone, he knew that he needed to ensure that more leaders were trained and given the resources to help them achieve their objectives. A case study is presented.
445. Silver, Lawrence S; Sexual harassment in the global workplace: Attitudinal, behavioral, and cultural considerations; International Journal of Management, Poole; Dec 2000; Vol. 17, Iss. 4; pg. 494
446. Sinclair, Sonja : The best revenge, Canadian Business, Vol: 67 Iss: 3 Mar 1994
447. Skulmoski, Greg ; Project maturity and competence interface; Cost Engineering, Morgantown; Jun 2001; Vol. 43, Iss. 6; pg. 11, 8 pgs
     • The recent surge of ideas surrounding organizational project management maturity and project management competency are reviewed. A generally held belief is that if both competency and maturity are improved, then the likelihood of project success is also improved. To this end, some authors recommend that certain models become the basis for international certification. However, some of these models are incomplete, flawed or downplay the importance of cost engineering principles. A competency and maturity framework with which to assess certification programs is presented. The multipurpose framework is also applied to project human resource management to show the interface between maturity and competency from a cost engineering perspective.
448. Slaven, Georgina; Flin, Rhona : Selecting managers for a hazardous environment: Offshore petroleum installations, Personnel Review, Vol: 23 Iss: 5 1994
449. Slemer, Jan : Overlaps: Succession of expatriate business executives, International Journal of Management, Vol: 12 Iss: 2 Jun 1995
450. Snodgrass, C., & Grant, J. (1986). Cultural influences on strategic planning and control systems. In R. Farmer (Ed.), Advances in strategic management (Vol. 4, pp. 205-228). Greenwich, CT: JAI.
451. Sparrow, Paul R; Budhwar, Pawan S : Competition and change: Mapping the Indian HRM recipe against world-wide patterns, Journal of World Business, Vol: 32 Iss: 3 Fall 1997
     • Research raises a series of propositions for international managers considering the transfer of HR practices from one country to another. Data from an empirical study based on a survey of HRM practices in 137 Indian organizations are combined with the original IBM/Towers Perrin world-wide HRM dataset to produce a 9 factor empirical framework that is of value in comparing national HRM patterns. All 13 countries covered are pursuing distinctive HRM recipes. India emerges as a cultural island. The Indian recipe is therefore analyzed in the context of the management literature on cross-national differences.
452. Sparrow, Paul R; Hiltrop, Jean-Marie : Redefining the field of European human resource management: A battle between national mindsets and forces of business transition? Human Resource Management , Vol: 36 Iss: 2 Summer 1997
     • A study examines the conflict between cultural heritage and the current forces of global competition in Europe. A review of European research is used to question the idealistic picture of the Single European Market as a unifying force that will simplify international human resource management in multinationals.
453. Stahl, Günter K. & Jean-Luc Cerdin : Global careers in French and German multinational corporations Journal of Management Development; Volume: 23 Issue: 9; 2004
     • This paper sheds light on an apparent paradox: managers continue to accept offers of international assignments even though they tend to view them as a risky career move. Based on a review of the literature and a survey of expatriate managers of 20 French and 30 German companies on assignment in 59 countries, the paper examines the nature of the expatriate career concept, the career development implications of international assignments, and the effectiveness of corporate expatriate career management and repatriation systems. Most of the research on the career implications of international assignments has been conducted using the US samples of expatriates. By exploring expatriate career issues in a cross-national sample of French and German expatriates, this study seeks to yield new and significant insights into whether the emerging concept of boundaryless careers is beginning to take hold in countries other than the US, and whether there are cross-national differences in the nature of the expatriate career concept. The findings show that many expatriates are frustrated with how their companies manage their international assignments, especially the long-range planning of their repatriation. However, there are clear differences between the French and German expatriates in terms of repatriation concerns. Despite widespread dissatisfaction in both groups, the German expatriates seem relatively nonchalant regarding their repatriation. This finding can be explained by the fact that the German expatriates are more willing to leave their companies upon return than their French counterparts, thus showing strong evidence of a “boundaryless career” orientation. An important finding is that companies that fail to take an integrated approach to international assignments and do not have effective international career development and repatriation systems, tend to end up with highly dissatisfied managers who, depending on their nationalities, may be quite willing to leave their companies upon repatriation.
454. Stahl, Gunter K , Edwin L Miller & Rosalie L Tung : Toward the boundaryless career: A closer look at the expatriate career concept and the perceived implications of an international assignment, Journal of World Business; Greenwich; Autumn 2002; Volume: 37 Issue: 3
     • Based on survey questionnaire data of 494 German expatriate managers on assignments to 59 countries, this study explored the nature of the expatriate career concept, the perceived impact of an international assignment on career advancement and personal development, and the effectiveness of corporate expatriate career management systems. Findings showed that the majority of expatriates view their international assignment as an opportunity for personal and professional development and career advancement, despite perceived deficits in corporate career management systems and a widespread skepticism that the assignment will help them advance within their companies. Findings support the emerging notion of boundaryless careers. The implications for theory and practice of International Human Resource Management are discussed
455. Stanek, Mary Beth : The need for global managers: a business necessity, Management Decision ; Volume 38 ; No. 4 ; 2000
     • Multinational corporations need to recognize the importance of international management development. Formal human resource programs, tied to business objectives, need to be established. Ignoring the importance of global management development leads to missed market opportunities. Understanding and support at the executive level is a necessity. Human resource information systems need to include international data elements to help in the identification of candidates. Training budgets have to shift course work from a domestic focus to multicultural and international marketplace issues. The home and host managers must agree to the objectives for the employee prior to the assignment start. Repatriation assignments must align with the experience.
456. Stening, Bruce W; Hammer, Mitchell R : Cultural Baggage and the Adaption of Expatriate American and Japanese Managers, Management International Review, Vol: 32 Iss: 1 First Quarter 1992 p: 77-89
457. Stone, Raymond J. : Expatriation remuneration practices: A survey of Australian multinationals, International Journal of Management, Vol: 12 Iss: 3 Sep 1995 p: 364-372
     • An examination is made of the expatriate remuneration policies and practices of leading Australian based multinationals. Specifically, a review is conducted of the structure of expatriate compensation packages, types of allowance and benefits given, remuneration policies, problems, and trends. The findings are based on interview and questionnaire surveys conducted in 1990/1991 with 20 Australian, American, and British owned multinationals administering their expatriates from Australia.
458. Stone Raymond J. : Expatriate selection and failure. Human Resource Planning, 14, 9-18. (1991)
     • The factors involved in expatriate selection, causes of expatriate failure, the selection of women for international assignments, and prevailing attitudes toward women expatriates were examined. The interim findings were based on interviews and questionnaire surveys with managers from 60 leading Australian, New Zealand, UK, and US multinationals. Among the nationalities participating were American, Australian, Canadian, Hong Kong Chinese, British, Indonesian, French, and Japanese. The findings showed that: 1. although women are interested in seeking international careers, companies prefer not to send women overseas, 2. companies need to understand and respect host culture attitudes toward women, and 3. companies must become more sophisticated in their selection and placement procedures for expatriates if women are to be successfully introduced into the Asia Pacific region.
459. Stoever, William A; Multinationals as transferers of management skills to Poland; International Journal of Commerce & Management, Indiana; 1996; Vol. 6, Iss. 1-2
     • A schema is presented for analyzing the transfer of management skills to a reforming socialist economy, and it is used to examine the extent to which foreign investors should be able to transfer such skills to Poland. Among the conditions for effective transfer of skills from the multinational's side are acceptable return/risk ratio, surmountable adjustment problems, and the availability of host-society managerial talent. Schematically, the conditions on the host society's side can be considered at 2 levels. At the macro level, the relationship must produce a net economic benefit and must be politically acceptable. At the micro level, there must be effective transfer mechanisms, locally available managerial talent, and receptive managerial attitudes.
460. Storti, Craig. The Art of Coming Home. Intercultural Press (Yarmouth, ME), 1997
461. Štrach, Pavel & André M. Everett : Knowledge transfer within Japanese multinationals: building a theory ,Journal of Knowledge Management; Volume: 10 Issue: 1; 2006
     • Distillation of prior research has led to the conceptual model proposed here. This general model incorporates two principal dimensions (facilitating factors and knowledge flows). An examination of Japanese managerial practices in light of these dimensions illuminates the relationships between some recognized typically Japanese traditions and their implications for knowledge transfer approaches and activities. The intention of this paper is to provide insights useful to practitioners as well as academic researchers. Non-Japanese firms can further their understanding of the motivations and rationale behind Japanese practices, while Japanese companies may apply some of the reasoning to their decisions regarding which of their practices, methods, and knowledge to transfer abroad and by what means.
462. Stroh, Linda K ; Why are women left at home: Are they unwilling to go on international assignments?; Journal of World Business, Greenwich; Fall 2000; Vol. 35, Iss. 3; pg. 241
463. Stuart, Karen Dawn : Teens Play a Role in Moves Overseas, Personnel Journal, Vol: 71 Iss: 3 Mar 1992
464. Su, Zhan & André Richelieu :Western managers working in Romania: Perception and attitude regarding business ethics;; Journal of Business Ethics, Dordrecht; Jun 1999; Vol. 20, Iss. 2;
465. Sullivan, Sherry E; Tu, Howard, S : Training managers for international assignments, Executive Development, Vol: 6 Iss: 1; 1993
466. Suutari, Vesa & Chris Brewster : The adaptation of expatriates in Europe: Evidence from Finnish companies Personnel Review; Volume: 27 Issue: 2; 1998 General review
     • Despite an expanding research interest in the topic of expatriation, there is still a significant gap in our understanding of the expatriation process. This article presents recently collected research data on the experiences of Finnish expatriates adjusting to living and working in other European countries. It is argued that the process of adaptation varies considerably between countries and, on that basis, argues that the existing models of adaptation are useful, but themselves need adaptation. The article also offers recommendations for expatriates and for the organisations that employ them.
467. Suutari, Vesa & Chris Brewster : Expatriate management practices and perceived relevance: Evidence from Finnish expatriates . Personnel Review; Volume: 30 Issue: 5; 2001
     • Expatriate management practices, such as selection, preparation, liaison with home country representatives, performance evaluation, repatriation, and career planning, are often found to fall short of the wishes of the expatriates themselves. Reports the results of a recent survey among Finnish expatriates operating around the world, which examined their opinions of their company’s practices. The results indicate that, whilst the expatriates were not entirely satisfied with the way they were managed, the management of Finnish expatriates may be closer to prescriptions of good practice than those reported from elsewhere. Potential reasons for this are explored.
468. Suutari, Vesa : Global leader development: an emerging research agenda, Career Development International ; Volume 7 ; No. 4 ; 2002
     • The globalization of business has challenged companies to rethink their strategies, structures, and necessary competencies of managers. The existing studies indicate that typically companies do not have enough leaders within global competencies and that competition for such resources will be even more intensive in the future. The basic prerequisite for the selection and development of global managers is that the necessary competencies of global managers are understood. On the other hand, it has been argued that this is not yet the case and thus companies do not know what competencies they should focus on. Similarly, it has been argued that the development of international competencies is not a well-advanced process within companies. The research on these areas is still scarce. In the present paper, the literature on these areas is reviewed and, on the basis of this review, further research needs are identified.
469. Suutari, Vesa : Global managers: career orientation, career tracks, life-style implications and career commitment, Journal of Managerial Psychology ; Volume 18 ; No. 3 ; 2003
     • The need for developing a cadre of global managers who are capable of working in international key positions wherever the needs of companies require it, has been widely stressed. Typically, the literature on international careers still deals with international assignments as "once-in-a-lifetime" experiences and thus as a continuum from selecting the right candidates to repatriating them back to the home country. Less attention has been devoted to so-called global managers who are committed to international careers for a longer term. In the present study, career orientations, career tracks, career commitment and life-style implications of global managers are analysed. The results indicate that the majority of managers were originally interested in an international career. In their career they typically vary between positions abroad and in the home country instead of moving from one international assignment to another. Typically they consider the positive implications to override the negative implications of such a career with respect to both themselves and their families. As a result, they are often firmly committed to working in international environments in the future.
470. Suutari, Vesa; Brewster, Chris : Expatriate management practices and perceived relevance: Evidence from Finnish expatriates, Personnel Review ; Volume 30 ; No. 5 ; 2001
     • Expatriate management practices, such as selection, preparation, liaison with home country representatives, performance evaluation, repatriation, and career planning, are often found to fall short of the wishes of the expatriates themselves. Reports the results of a recent survey among Finnish expatriates operating around the world, which examined their opinions of their company's practices. The results indicate that, whilst the expatriates were not entirely satisfied with the way they were managed, the management of Finnish expatriates may be closer to prescriptions of good practice than those reported from elsewhere. Potential reasons for this are explored.
471. Suutari, Vesa; Valimaa, Katja : Antecedents of repatriation adjustment: new evidence from Finnish repatriates, International Journal of Manpower ; Volume 23 ; No. 7 ; 2002
     • Aims to increase our understanding of the antecedents of repatriation adjustment. The data were collected through a questionnaire survey among Finnish repatriates in co-operation with the Finnish union of qualified economics graduates. In the study four different facets of adjustment appeared instead of the three suggested in the literature (i.e. general, work, and interaction adjustment) since the work adjustment dimension appeared to consist of two separate dimensions, here named job adjustment and organisation adjustment. The included antecedent variables explained from 30 per cent to 50 per cent of the variance in the adjustment models related to different facets of adjustment. General adjustment was found to be related to the age of the respondent, the length of the assignment, the timing of role negotiations, expatriation adjustment problems, keeping up on events at home and role conflict. With regard to organisation adjustment three antecedent variables were found: timing of role decision, willingness to relocate internationally, and role conflict. Timing of role decision and role discretion appeared as positive correlates of job adjustment, and expatriation adjustment problems and role conflict as negative correlates of interaction adjustment.
472. Suutari, Vesa; Raharjo, Kusdi; Riikkila, Timo : The challenge of cross-cultural leadership interaction: Finnish expatriates in Indonesia, Career Development International ; Volume 7 ; No. 7 ; 2002
     • International assignments are becoming more and more typical parts of a managerial career. As an outcome, cross-cultural leadership competencies are required within international companies. Still, real cross-cultural leadership interaction between expatriate managers and their local subordinates has not been much studied. In the light of this, the goals of the present study were to analyse whether and how expatriate managers adjust their leadership style due to cross-cultural differences, and whether and how local subordinates perceive the styles of expatriate managers to differ from the styles of local managers after possible adjustments. The data were collected by interviewing Finnish expatriate managers and their Indonesian subordinates in real cross-cultural business settings with a bicultural interview team.
473. Suutari, Vesa; Burch, David : The role of on-site training and support in expatriation: existing and necessary host-company practices, Career Development International ; Volume 6 ; No. 6 ; 2001
     • Due to the globalisation of business, international assignments are becoming more typical career steps in managerial careers than before. On the other hand, expatriation has been found to include several problems including high costs, adjustment challenges, inefficiency, and premature returns. As an outcome, the need for adequate preparation and training of expatriates has been stressed. Here the focus has been on pre-departure issues while on-site support and training provided by host units has clearly been covered less. In the present study it is analysed what kind of on-site support and training host units provide to expatriates and what kind of support the expatriates see as necessary. In order to understand the situation expatriates are facing when arriving at their host units, their adjustment difficulties and pre-departure training are also covered. The results indicate that training and support provided by host units is a more common form of expatriate training than pre-departure training. Thus, existing research may exaggerate the lack of expatriate training when focusing only on pre-departure training.
474. Swaak, Reyer A : Expatriate failures: Too many, too much cost, too little planning, Compensation & Benefits Review, Vol: 27 Iss: 6 Nov/Dec 1995
     • Respondents to a recent survey of multinational corporations estimated that the cost of a poor staffing decision could range from $200,000 to $1.2 million, and these estimates do not include the hidden costs of a failed assignment, such as lost business, potential damage to customers, suppliers, and host government officials, negative effects on staff members and employees, and the financial and emotional costs borne by the expatriate and his family. Three of the elements necessary in developing a comprehensive system to fill high impact positions worldwide are discussed. These elements are: 1. identifying high-impact positions, 2. knowing the talent gap, and 3. designing competency-based global remuneration systems.
475. Swaak, Reyer A : Expatriate management: The search for best practices, Compensation & Benefits Review, Vol: 27 Iss: 2 Mar/Apr 1995
476. Swaak, Reyer A : The role of human resources in China; Compensation and Benefits Review, Saranac Lake; Sep/Oct 1995; Vol. 27, Iss. 5;
477. Swaak, Reyer A : Today's expatriate family : Dual careers and other obstacles, Compensation & Benefits Review, Vol: 27 Iss: 3 May/Jun 1995
478. Swierczek, Fredric William; Onishi, Jun : Culture and conflict: Japanese managers and Thai subordinates, Personnel Review ; Volume 32 ; No. 2 ; 2003
     • This article presents the findings of research on the application and adaptability of Japanese management practices in a different cultural context, Thailand. The national characteristics of Japan and Thailand based on Hofstede's conceptual framework, Japanese human resource management approaches and the specific Japanese business practices and social concepts were analyzed. Possible conflicts between the Japanese management and Thai staff based on the different perceptions of the Japanese management style were assessed. Data were collected from ten Japanese manufacturers using a sample of 100 employees (50 Japanese managers and 50 Thai subordinates from the same group of companies). The results shows an interesting pattern of Japanese managers adapting more to Thai culture and as well as Thai subordinates adapting to the Japanese style of management and human resource system.
479. Szalkowski, Adam :Human resource management in the process of transformation of the Polish economy, International Journal of Social Economics; Volume 23 No. 9; 1996
480. Taylor, Sully; Eder, Robert W : U.S. expatriates and the Civil Rights Act of 1991: Dissolving boundaries, Advances in International Comparative, Vol: 9 1994
     • All multinational corporations face both the need for more top managers with an international perspective, and the need to place their best people overseas. Recent changes in the US Civil Rights Act have important implications for the selection of US expatriates. These implications are explored. Expatriate selection is first placed within the context of changing US workforce demographics. Then, the legal status of the extraterritoriality of US employment laws is reviewed, including the Civil Rights Act of 1991. Unresolved legal issues, the likely impact of the 1991 Civil Rights Act on the international staffing policies of multinational firms, and areas in need of additional international management research are explored.
481. Taylor, David; Walley, E.E. (Liz) : Hijacking the Holy Grail? Emerging HR practices in Croatia, European Business Review ; Volume 14 ; No. 4 ; 2002
     • Transition by the countries of Central and Eastern Europe (CEE) from communism towards market economies has brought with it the introduction of Western management thinking. CEE since 1989 has been a kind of test-bed for human resource management (HRM) - the concept that people management practice is central to the strategic direction and potential competitive advantage of the firm. This paper draws on 21 diverse company case-study experiences in Croatia to review emerging HR practices and assess the relevance of Western management models. A matrix is designed, that categorises these organisations as "sleepers", "doers", "thinkers", "strivers" or "leaders", according to their strategic intent and their progress on policy implementation. The results suggest that subsidiaries of multinational corporations are leading the way towards HRM and other significant factors are industry sector and size of the company. There is evidence of "hijacking"of HRM amongst some Croatian companies by old style traditional forces to maintain the status quo. Young Croatian managers welcomed new HR progressive practices and identified with most of the philosophy of HRM, apart from suspicions associated with "mindset control" aspects that they saw underpinning HRM and associated with the previous regime.
482. Teagarden, Mary B; Von Glinow, Mary Ann : Human resource management in cross-cultural contexts: Emic practices versus etic philosophies, Management International Review, Vol: 37 Iss: 1 (Special Issue) 1997
483. Teagarden, Mary B : Unbundling the intellectual joint venture process: The case of multinational, multifunctional interdisciplinary research consortia, Journal of Managerial Psychology; Volume 13 No. 3; 1998
484. Teagarden, M. B.; Butler, M. C.; Von Glinow, M. A., Mexico's Maquiladora Industry: Where Strategic Human Resource Management Makes a Difference, Organizational Dynamics, Volume 20, Issue3, 1991
     • Ground-breaking research shows how human resource strategies can begin to solve the people problems in Mexico's maquiladora industry. Mexico, through the maquiladora option, is becoming an increasingly attractive offshore manufacturing site. Since cheap Mexican labor is a primary maquila benefit, human resource issues have come into sharp focus in regard to productivity. Key components of the human resource challenge include: 1. a workforce comprised of young "green hands" from rural Mexico, 2. significant cross-cultural challenges, 3. abundant unskilled labor, 4. labor law influences that commonly favor the worker, and 5. family management issues that spill over to the workplace. As the application of effective human resource management practices is diffused through the maquila industry, the maquila will become an increasingly attractive manufacturing site for multinational enterprises.
485. Teagarden, M. B.; Gordon, G. G., Global Human Resource Management: Corporate Selection Strategies and the Success of International Managers, in Selmer, J. (ed.), Expatriate Management: New Ideas for Business, New York: Quorum Press 1994
486. Teagarden, M. B. et al., Toward Building a Theory of Comparative Management Research Methodology: An Idiographic Case Study of the Best International Human Resources Management Project, Academy of Management Journal, 38, 1995
487. Thom, Graham : The Single European Market and labour mobility, Industrial Relations Journal, Vol: 23 Iss: 1 Spring 1992
488. Thomas, David C : The boundary-spanning role of expatriates in the multinational corporation, Advances in International Comparative Management, Vol: 9 1994
489. Thompson, Jack : Sending Employees Abroad, Small Business Reports, Vol: 17 Iss: 5 May 1992
490. Tichy, N. et al., Leadership Development as a Lever for Global Transformation, in Pucik, V./Tichy, N./Barnett, C. (eds.), Globalizing Management: Creating and Leading the Competitive Organization, New York: Wiley 1992
491. Timming, Andrew R. : The problem of identity and trust in European works councils, Employee Relations; Volume: 28 Issue: 1; 2006
     • The purpose of this paper is to look analytically at the relationship between identity and trust in the context of European industrial relations. Drawing from a case study of a European works council from a large, multinational firm in the traditional manufacturing sector, the problem of exclusionary identity choices along the lines of national cultures and industrial relations is examined via ethnographic methods.In the light of the delegates' assumed identities, it was found that trust relations in the European Works Council case study were characteristically sub-optimal both between worker and employers' representatives and also among the workers themselves. The extensive lack of trust in the forum was thought to be problematic with respect to the prospects for co-operation. As a result, employers' representatives are able to use the European works council as a self-serving tool of human resource management.
492. Tindale, Susan : Transferring employees overseas; Credit Control, Hutton; 1999; Vol. 20, Iss. 3;
493. Tixier, Maud : Trends in international business thought and literature: Mixed management teams: How west European businesses approach central and eastern Europe, International Executive, Vol: 37 Iss: 6 Nov/Dec 1995
494. Tomkiewicz, Joseph ; What blacks want from their jobs compared to what whites think they want: A United States survey; International Journal of Management, Poole; Dec 2000; Vol. 17, Iss. 4; pg. 500
495. Torbiorn, Ingemar : Operative and strategic use of expatriates in new organizations and market structures, International Studies of Management & Organization, Vol: 24 Iss: 3 Fall 1994
496. Training Management Corporation. Doing Business Internationally: The Resource Book to Business and Social Etiquette. Princeton Training Press (Princeton, NJ), 1997.
497. Trompenaars, Fons, & C. Hampden-Turner. Riding the Waves of Culture: Understanding Cultural Diversity in Global Business, 2nd ed. McGraw-Hill (New York), 1998
498. Tsang, Eric W. K. : Acquiring knowledge by foreign partners from international joint ventures in a transition economy: learning-by-doing and learning myopia, Strategic Management Journal, Volume 23, Issue 9, 2002. Pages: 835-854
     • This paper proposes and tests a model of how firms acquire knowledge from their international joint venturing experience. Based on survey responses from 73 Singapore and 89 Hong Kong firms with respect to their joint ventures set up in China, the results indicate that both overseeing effort and management involvement are significant channels of knowledge acquisition. The former channel is more important for firms with a great deal of operational experience in China and for parents of older joint ventures. This finding indicates that firms improve their skills of knowledge acquisition through learning-by-doing. Moreover, the strategic importance of the venture concerned, instead of the learning intent of the parent, is the driving force behind the allocation of resources to the two channels. This implies that firms mainly learn through managing their key joint ventures. Since a venture that provides novel and fruitful learning experience may not, and need not, be an operation of great strategic importance, this finding suggests the existence of learning myopia. Copyright © 2002 John Wiley & Sons, Ltd.
499. Tung, Rosalie L, Paik Yongsun : American expatriates abroad: From neophytes to cosmopolitans; Journal of World Business, Greenwich; Summer 1998; Vol. 33, Iss. 2;
500. Tung, Rosalie L : Career Issues in International Assignments, Academy of Management Executive Vol: 2 Iss: 3 Aug 1988
501. Tung, Rosalie L Expatriate Assignments: Enhancing Success and Minimizing Failure, Academy of Management Executive Vol: 1 Iss: 2 May 1987
502. Tung, RosalieL; Internationalizing the faculty: Internationalizing who is teaching and publishing; Journal of Business Administration, Vancouver; 1992/1993; Vol. 21, Iss. 1,2;
     • It appears that there are formidable barriers to internationalizing the faculty - lack of perceived need to develop an international perspective, the reluctance of existing faculties to change their teaching and research agenda, and the general absence of an incentive system to reward teaching and research in international business. To accomplish the goal of internationalizing the faculty, efforts have to emanate from both top and bottom. At the top, the editorial boards of academic journals and university administrations have to recognize and reward high-quality research in international business, applying standards consistent with the present stage of development of the discipline. At the bottom, there has to be a grass-roots recognition among North Americans that the world is globalizing.
503. Tung, Rosalie L; Managing cross-national and intra-national diversity; Human Resource Management, New York; Winter 1993; Vol. 32, Iss. 4;
     • Organizations today have to contend with growing diversity in their managerial and professional ranks, both cross-nationally and intranationally. The similarities and differences in processes and dynamics of managing diversity in cross-national and intranational contexts are examined. The most salient similarities appear to be twofold: 1. The acculturation process between members of the host and home countries is essentially similar to that among peoples from dominant and subordinate cultures within a given country. 2. The styles and patterns of communication across subcultures in a given country can be as significant as that between peoples of 2 or more national cultures. Differences revolve around legislation, magnitude, and time horizon. These differences emanate primarily from the processes rather than the dynamics of such interactions. Training programs designed to raise consciousness/awareness and to improve communication competency are presented.
504. Tung, Rosalie L; Miller, E.: Managing in the Twenty-first Century: The Need for Global Orientation, Management International Review, 30, 1,
     • US business is in the early stages of another "great leap forward" in the internationalization of the world's economic activity; this has great implications for top management. US managers and executives appear to be consistently ethnocentric in their approach to the practice of management, including their approach to management succession and the development and implementation of policies, practices, and procedures designed to support corporate management succession. If US corporations fail to integrate an international perspective into their human resource management policies and practices, their ability to compete successfully in the global marketplace will continue to be encumbered. Management and executive development programs that focus on live international business problems, foreign assignments, and repatriation of employees are examples of how human resources management can contribute to the globalization process.
505. Tung, Rosalie L.: Selection and Training of Personnel for Overseas Assignments, Columbia Journal of World Business, 16, 1981
506. Tuselmann, Heinz-Josef; McDonald, Frank; Heise, Arne : Globalisation, nationality of ownership and employee relations: German multinationals in the UK, Personnel Review ; Volume 31 ; No. 1 ; 2002
     • Based on a representative survey of German subsidiaries in the UK, their parent companies and a comparative analysis to the Workplace Employee Relations Survey 1998, the article examines the impact of nationality of ownership on employee relations (ER) in German multinational companies (MNCs) operating in an Anglo-Saxon setting. It also assesses whether in light of heightened international competition and the problems in the German ER model, there has been a weakening of the home country effect over time. The study finds little evidence of a home country effect in relation to ER structures but reveals a pronounced country-of-origin effect in the ER approach and style. There is also evidence that German MNCs have responded to the globalisation pressures of the 1990s by a heightened emphasis on the country-of-origin collective approach in their UK subsidiaries, whilst at the same time developing comprehensive direct human resource management employee involvement schemes to complement, rather than substitute collective ER.
507. Ulrich, D., Human Resource Champions, Boston: Harvard Business School Press 1997.
508. Ulrich, D.; Lake, D., Organization Capability, New York: Wiley 1990.
509. Valle, Ramon; Martin, Fernando; Romero, Pedro M : Trends and emerging values in human resource management - The Spanish scene, International Journal of Manpower; Volume 22 No. 3; 2001
510. Vance, Charles M; Paderon, Eduardo S : An ethical argument for host country workforce training and development in the expatriate management assignment, Journal of Business Ethics, Vol: 12 Iss: 8 Aug 1993 - autre compte-rendu ici
511. Vance, Charles M; Ring, Peter Smith : Preparing the host country workforce for expatriate managers: The neglected other side of the coin, Human Resource Development Quarterly, Vol: 5 Iss: 4 Winter 1994
512. Vanhala, Sinikka ,Tõnu Kaarelson & Ruth Alas : Converging human resource management: A comparison between Estonian and Finnish HRM Baltic Journal of Management; Volume: 1 Issue: 1; 2006
513. Verburg, Robert : Developing HRM in foreign-Chinese joint ventures, European Management Journal, Vol: 14 Iss: 5 Date: Oct 1996
     • Human Resource Management (HRM) has become established as an alternative perspective on personnel management. HRM takes many forms, but its basis is the link between personnel practices and business strategy leading to overall organizational effectiveness by encouraging strong commitment among workers. The recent desire of many companies to start or increase their international activities has given rise to questions about the applicability of HRM in cross-border operations. Although business leaders are well aware of its merits, HRM seems difficult to apply in countries outside Europe and the US. Differences in organizational structure, cultural values and legislative regulation account for difficulties in establishing desirable HRM practices abroad. By analyzing the context and employment policy of joint ventures in the People's Republic of China, it is argued here that insight into these 3 elements contributes to more successful international ventures.
514. Vermond, Kira : Expatriates come home; CMA Management, Hamilton; Oct 2001; Vol. 75, Iss. 7; pg. 30, 4 pgs
     • As business goes global, companies send star employees around the world on assignments that span years instead of days or weeks. But the repatriation process can be bumpy. Without proper management, morale drops, attrition rates spike and employers are left wondering how to guarantee international experience - and a hefty amount of money - do not go walking out the door. What a company can do to keep its expatriate investment safe is discussed.
515. Volard, Sam V; Francis, Dennis M; Wagner, Frank W. : Underperforming U.S. Expatriate Managers: A Study of Problems and Solutions, Practising Manager Vol: 8 Iss: 2 Apr 1988
     • The relative ineffectiveness of expatriate managers (EM) employed by multinational corporations (MNC) is contributing to the underperformance of the US economy. Three difficulties in the selection of EMs involve: 1. establishing the criteria necessary for overseas posting assignments, 2. measuring the criteria, and 3. the willingness of MNC personnel administrators to attempt to utilize the available expertise in selection procedures. A recent publication identifies 4 dimensions of expatriate acculturation that should be integrated into a comprehensive selection-cum-training program for EMs: 1. the self-oriented dimension, 2. the perceptual dimension, 3. the others-oriented dimension, and 4. the cultural-toughness dimension. US competitiveness in the global economy may depend on the way US corporations, both domestic and multinational, adjust to the workforce's changing needs.
516. Volkmar, John A. & Kate L. Westbrook : Does a decade make a difference? A second look at western women working in Japan , Women In Management Review; Volume: 20 Issue: 7; 2005
     • Napier and Taylor's benchmark 1995 study of western women working in Japan is replicated ten years later on a similar sample group of women in Japan. Questionnaire responses to questions about cultural adjustment, job performance, and professional acceptance are compared for the original and new samples. Despite increased westernization of business practices in Japan and a greater representation of Japanese women in management positions, no statistically significant change is found in the scores for the three measures examined over the ten year period. The incidence of formal training, preparation, and support provided by employers was higher for the more recent sample.
517. Von Glinow, Mary Ann, Diagnosing "Best Practice" in Human Resources Management Principles, in Shaw, B. et al. (eds.), Research in Personnel and Human Resources, Supplement 3, Greenwich: JAI Press 1993
518. Von Glinow, Mary Ann ; Chung, B. J., Human Resource Management: Comparative Practices in the US, Japan, Korea and Mainland China, Proceedings of the Pan-Pacific Conference IV, Taysie, Taiwan, D.O.C., 1987
519. Von Glinow, Mary Ann; Teagarden, Mary B., The Transfer of Human Resource Management Technology in Sino-US Cooperative Ventures: Problems and Solutions, Human Resource Management, 27, 1988
     • Despite the successful transfer of hard technology from industrialized countries to the Peoples' Republic of China, human resource management (HRM) has been absorbed only minimally. An examination is undertaken of the historical antecedents and current context of HRM practices in China. Assumptions underlying these systems are explored and compared to those underlying HRM systems in the US. Assumptions are found to differ about the organization, people, performance, the work environment, training and development, and rewards. HR practitioners in China possess little education or training appropriate to the HR function, by Western standards. Major impediments to HRM modernization in Sino-US cooperative ventures are: 1. a closed versus an open society, 2. the legitimacy of HRM, 3. technology acquisition versus absorption, and 4. the need for creation of management infrastructure within an enterprise. For China to modernize completely, it must integrate individual and organization parts with its overall economic goals.
520. Wallach, Joel, & G. Metcalf. Working with Americans: A Practical Guide for Asians on How to Succeed with U.S. Managers. McGraw-Hill (Singapore), 1995
521. Walsh, Kevin J : How to negotiate European style, Journal of European Business, Vol: 4 Iss: 6, Jul/Aug 1993
522. Walter, Jorge; Cecilia Senen-Gonzalez; Forms of technological modernization and human resources management in privatized Argentine companies - International Journal of Public Administration; New York; 2000; Volume: 23, Issue: 5-8, Start Page: 625-665
     • After the period of hyperinflation (1989,1990) the Argentine economy stabilized and most of public companies were privatized. The return on investments was concentrated on promoting the technological change which adopts 2 basic forms: systemic modernization and revamping of existing teams. The first variant - illustrated by the national telephone network - makes obsolete the knowledge accumulated during the period when the company was public. To confront the structural deficiency of knowledge which result, the private operators invest in transferring educational technologies and in the development of sophisticated internal systems of training, while they negotiate various agreements of cooperation with educational system institutions. In the 2nd variant - illustrated by a steel and metallurgic company - the preexisting knowledge continues being necessary even though it may need updating facing the new demands which are stated referring to the productivity, quality, effectiveness and productive efficiency in markets which are open to competition. Taking into account the significant achievements which are being obtained by this 2nd alternative of modernization - most of the privatized companies fall into this pattern - the article invites to a reopening of the old debate on technological blending.
523. Wang, Zhong-Ming & Takao Satow : Leadership Styles and Organizational Effectiveness in Chinese-Japanese Joint Ventures, Journal of Managerial Psychology; 9: 4, 1994
     • A change in leadership styles is an important characteristic of joint ventures. Overseas managers often use an adaptation of their home culture. Current patterns of leadership styles in Chinese-Japanese joint ventures are examined. It is shown that, in general, Chinese-Japanese joint ventures have adopted a more positive leadership function in management. The functional dimensions of leadership styles such expectancy, sentiment, and informativeness lead to a high level of organizational effectiveness. An important feature of these functional leadership styles in Chinese-Japanese joint ventures is that both top and middle management show similar levels of functional leadership, whereas significant differences across organizational levels were found among other types of companies. The trustworthiness functional dimension of leadership style did not reveal a close relationship with the overall organizational effectiveness.
524. Ward, James ; Issues of diversity in the globalisation of competencies: A study in a global mining company; Business & Professional Ethics Journal, Troy; Fall 2000; Vol. 19, Iss. 3/4; pg. 139
525. Waxin, Marie-France & Alexandra Panaccio Cross-cultural training to facilitate expatriate adjustment: it works! Personnel Review; Volume: 34 Issue: 1; 2005
     • The paper examines what are the effects of the different types of cross-cultural training (CCT) on expatriates' adjustment and whether prior international experience (IE) and cultural distance (CD) have a moderator effect on the effectiveness of CCT. In a quantitative approach the paper examines the effect of four different types of CCT on the three facets of expatriates' adjustment, on a sample consisting of 54 French, 53 German, 60 Korean and 57 Scandinavian managers expatriated to India. The paper then examines the moderator effect of IE and of CD on CCT's effectiveness.
526. Way, Sean A & James W Thacker; The successful implementation of strategic human resource management practices: A Canadian survey; International Journal of Management, Poole; Mar 2001; Vol. 18, Iss. 1; pg. 25
     • Theory and research suggests that technical human resource management (HRM) effectiveness, which involves psychometrically sound HRM practices designed to achieve specific short-term objectives, is a required foundation to successfully implement a Strategic Human Resource Management (SHRM) process. The purpose of this investigation was to assess whether Canadian organizations had achieved this level of technical HRM. Results suggest that the majority of Canadian organizations do not have the foundation for the development of a SHRM process.
527. Webb, Allison : The expatriate experience: implications for career success, Career Development International ; Volume 1 ; No. 5 ; 1996
     • Discusses the implications for the employee and the company of an expatriate assignment. Presents the reasons why the expatriate assignment is not always a success. Suggests a methodology for choosing an employee for overseas work and discusses such aspects as personality, competences, cross-cultural management and family issues. Suggests ways in which companies could improve the outcome of assignments for all concerned.
528. Wederspahn, Gary M : Costing failures in expatriate human resources management, Human Resource Planning, Vol: 15 Iss: 3, 1992
529. Wederspahn, Gary M : Intercultural business ethics: A management challenge; The Human Resources Professional, New York; Vol. 11, Iss. 6; Nov/Dec 1998
530. Weidenbaum, M., & Hughes, S. (1996). The bamboo network: How expatriate Chinese entrepreneurs are creating a new economic superpower in Asia. New York: Free Press.
531. Weiss, Karen; Grippo, Lauren E : Look Carefully Before You Leap into That Overseas Assignment, Journal of European Business, Vol: 3 Iss: 5 May/Jun 1992
532. Welch, Denice E; Welch, Lawrence S; Being flexible and accomodating diversity: The challenge for multinational management,European Management Journal; London; Dec 1997; Volume: 15, Issue: 6
     • An article presents an opposing view to the populist position that corporate culture can be used to bind the multinational together. The appropriateness of corporate culture as a soft control mechanism is examined. The conclusion reached is that inculcated managers may actually be a barrier to the goals of flexibility, responsiveness and innovativeness in the face of rapidly changing, diverse global operations. It is argued that the quest for conformity to a given corporate culture may be counter-productive. The real challenge for multinationals is to develop mechanisms that encourage mixed voices and messages, and support a diversity of perspectives.
533. Welch, Denice : Determinants of international human resource management approaches and activities: A suggested framework, Journal of Management Studies, Vol: 31 Iss: 2 Mar 1994
     • The results of a qualitative, comparative case study of the management of expatriates by 4 Australian companies are discussed. The purpose of the study was to extend understanding of international human resource management (IHRM) beyond the descriptive studies of earlier research. While the initial focus of the investigation was on the IHRM activities, the use of an exploratory qualitative methodological approach allowed the examination of the process of expatriate management. This approach also assisted in identifying underlying relationships, patterns and trends which could be interpreted as linkages or interrelationships between IHRM activities and other organizational factors, such as stage in internationalization, type of industry, strategy, and structure. It was possible to identify linkages between the 4 major IHRM activities, and what were defined as firm-specific and situation-specific variables. These linkages were then conceptualized into a suggested framework.
534. Welch, Denice; HRM implications of globalization ,Journal of General Management; Henley-on-Thames; Summer 1994; Volume: 19, Issue: 4
     • There has been much discussion in academic journals and the popular press about globalization. Even if various forces dictate a global strategic imperative, implementation and the attainment of organizational strategy may be constrained - even prevented by - internal factros. Given the impetus of Europe 1992, the reunification of Germany, the newly emerging democracies of the former Eastern Bloc countries, and the accompanying calls for both Pan European and global mindsets, it is worthwhile to consider the human resource management (HRM) requirements and consequences of the globalization imperative. Through a review of the literature and related company cases, a conceptual model of HRM factors that may impede an organization's attempt to globalize its operations is developed. Suggestions on how these barriers may be overcome are outlined and the management implications are discussed.
535. Westwood, R I; Leung, S M : The female expatriate manager experience: Coping with gender and culture, International Studies of Management & Organization, Vol: 24 Iss: 3 Fall 1994
536. Wilkinson, Barry ; Jos Gamble; John Humphrey; Jonathan Morris & Doug Anthony; The new international division of labour in Asian electronics: Work organization and human resources in Japan and Malaysia; The Journal of Management Studies, Oxford; Jul 2001; Vol. 38, Iss. 5; pg. 675
     • This paper documents and analyzes the organization of work and human resources management in 10 manufacturing plants in Malaysia and 3 plants in Japan. Each of the plants carries out specific tasks within an emergent international division of labor surrounding 2 Japanese multinational producers of consumer electronics goods. Plant roles reflect their positions in commodity chains driven by the multinationals, varying in relation to product-to-product and component-to-component divisions of labor, and in relation to the location of product and process innovations. How work is organized and how workers are managed are explained by the location of each plant within this division of labor, and by the characteristics and situation of labor, the one commodity which talks back, within the local environment.
537. Wilson, Meena S., et al. Managing Across Cultures: A Learning Framework. Center for Creative Leadership (Greensboro, NC), 1996.
538. Woods, Peter : Performance management of Australian and Singaporean expatriates International Journal of Manpower; Volume: 24 Issue: 5; 2003
     • The cross-cultural and practical challenge of evaluating the management performance of Australian and Singaporean expatriates has received little research attention. This paper explores critical perceptions of performance management by analysing the results of structured interviews with Australian and Singaporean expatriate managers and human resource professionals. Contrary to initial expectations, a slight majority of respondents were satisfied overall with the fairness and accuracy of expatriate performance management practices. Their proposals for more effective performance management are analysed, focussing on the efficacy of involving multiple, cross-cultural raters in performance appraisal. The cultural differences between Australian and Singaporean expatriates are also explored. The findings of this research provide important direction for the development of culturally sensitive international human resource management practices.
539. Wright, P.C.; Szeto, W.F.; Lee, S.K. : Ethical perceptions in China: the reality of business ethics in an international context, Management Decision ; Volume 41 ; No. 2 ; 2003
     • Focuses on the economic changes necessary and the present state of business ethics in China. Explores the ethical precepts held by a sample of Chinese professionals enrolled in a management development program in mainland China. A benchmark is created that not only measures the present state of business ethics, but looks at perceived change over the last five years. From these data, guidelines are developed which are of use to policy makers and to executives who wish to employ, or to conduct business with Chinese nationals.
540. Wright, Phillip C; Nasierowski, Wojciech : The expatriate family firm and cross-cultural management training: A conceptual framework, Human Resource Development Quarterly, Vol: 5 Iss: 2 Summer 1994
541. Wyld, David C : Transnational protection of U.S. expatriate employees under the Civil Rights Act of 1991: The potential legal quandary for 'American' employers in foreign nations, Equal Opportunities International, Vol: 13 Iss: 6,7 1994
     • A discussion examines the applicable scope of US employment discrimination law to "American" employers of US citizens abroad. Through an analysis of the extraterritorial dimension of American anti-bias, it is demonstrated that over time, it has become accepted that the full-range of US anti-bias law applies transnationally. However, just who is considered an "American" firm is an open-ended question under the Mas Marques test codified in the Civil Rights Act of 1991. The implications of this ambiguity could well lead to potential legal conflicts in the area of employment discrimination for a multitude of firms worldwide who may not consider themselves presently to be bound by US employment law.
542. Xie, Jia Lin : Research on Chinese organizational behavior and human resource management: Conceptual and methodological considerations, Advances in International Comparative Management, Vol: 10 Date: 1995
     • A paper addresses several conceptual and methodological issues raised by management studies in China, with a focus on studies of organizational behavior and human resource management (OB/HRM). It starts with a critical review of recent OB/HRM studies conducted by Western researchers. After evaluating the contributions and limitations of these studies, it discusses some important conceptual and methodological considerations that researchers in this field need to address.
543. Yavas, Ugur : Adaptation to International assignments: dimensionality and strategies to facilitate adjustment of expatriate managers in Turkey, Cross Cultural Management ; Volume 8 ; No. 2 ; 2001
     • Uses data collected from a sample of expatriate managers on assignments in Turkey to attempt to examine the dimensionality of expatriate adjustment. Suggests that the results offer support to earlier findings that expatriate adjustment is a multifaceted construct. Shows that the measure developed to capture the different dimensions demonstrate satisfactory internal consistency reliability and concurrent validity. Discusses strategies to facilitate the adjustment of expatriate managers to their assignments.
544. Yavas, Ugur; Bodur, Muzaffer : Correlates of adjustment: a study of expatriate managers in an emerging country, Management Decision ; Volume 37 ; No. 3 ; 1999
     • To minimize adverse consequences associated with expatriation, multinational companies need to identify the factors which facilitate (or impede) expatriate managers adjustment to a new environment. In this study, on the basis of their adjustment to four diverse aspects of life and work in Turkey, a sample of 78 expatriate managers were dichotomized into high and low adjustment groups. The two groups were then compared in terms of selected company and individual-related characteristics, previous international experience and the types of training received prior to and during the assignment. The article discusses these results and proffers strategies to facilitate expatriates adjustment to the Turkish environment.
545. Yavas, Ugur; Bodur, Muzaffer : Satisfaction among expatriate managers: correlates and consequences , Career Development International; Volume 4 No. 5; 1999
     • This study, relying on a survey of managers on international assignments in Turkey, examines the relationships between expatriate managers satisfaction and commitment to their companies and assignments. The study furthermore seeks to identify the factors which relate to expatriate managers satisfaction. The article discusses these results and proffers strategies to enhance expatriate satisfaction and to mitigate dissatisfaction.
546. Yeung, Irene Y M : Achieving business success in Confucian societies: The importance of guanxi (connections); Organizational Dynamics, New York; Autumn 1996; Vol. 25, Iss. 2;
     • Confucian societies operate on the basis of tight, close-knit networks among people and businesses, and these networks have helped fuel phenomenal economic growth in the Asia Pacific region. As one saying popular in Confucian societies puts it, "Who you know is more important than what you know." This saying captures the essence of guanxi (the Chinese word for connections) and implies that connections with the right people, rather than the price or quality of the tendered product or service, are often the more important consideration in business decision making. Although the guanxi principle is widely acknowledged as important to business success in China and other Confucian societies, there is very little research to document its role. A discussion reports on an empirical investigation of 19 companies doing business in China. The findings suggest that there is, indeed, a correlation between possessing the right and strong connections and a firm's long-term financial performance. It is explained how the guanxi principle differs from friendship and networking patterns in the West and why guanxi assumes such an important role in Confucian societies.
547. Yu, Gyu-Chang & Jong-Sung Park : The effect of downsizing on the financial performance and employee productivity of Korean firms - International Journal of Manpower; Volume: 27 Issue: 3; 2006
548. Yu, Daniel : Teh Soon Seng's coming of age, AsiaMoney , Vol: 5 Iss: 6 Jul/Aug 1994
549. Zagor, Karen : Caught short?, Resident Abroad, Nov 1995
     • Medical insurance is the one area where expatriates cannot afford to be inadequately covered. Before choosing a plan, expatriates should think carefully about what they might need during their years overseas. For example, if they are thinking of having children, the policy should offer maternity cover for normal births. It pays to look at the limitations of a policy as well. Some policies may be cancelled if too many claims are made. The essential items to look for in policies include: 1. hospitalization, 2. repatriation, 3. dental treatment, 4. psychiatric care, and 5. pre-existing conditions.
550. Zairi, Mohamed : Managing human resources in healthcare: learning from world class practices - part I Health Manpower Management; Volume 24 No. 2; 1998
     • This paper, which is presented in two parts, is intended to demonstrate that practices related to the area of human resources management, adopted by model organisations that have dominated their markets consistently, can lend themselves very well to the healthcare sector, which is primarily a "people-oriented" sector. As change in a modern business context is set to continue in an unrelenting way, most organisations will be presented with the challenge of developing the necessary skills and areas of expertise to enable them to cope with the demands on them, master technological opportunities at their disposal, learn how to exploit modern management concepts and optimise value to all the stakeholders they intend to serve. This paper draws from best practices using the experiences of quality recognised organisations and many admired names through pioneering human resource policies and practices and through clear demonstrations on the benefits of relying on people as the major "asset". Part I of this article addresses the importance of human resources as revealed through models of management for organisational excellence. In particular, the paper refers to the criteria for excellence in relation to people management using the following prestigious and integrative management models: Deming Prize (Japan); European Quality Award Model (Europe); and Malcolm Baldrige National Quality Award (USA). In addition, this paper illustrates several case studies using organisations known for their pioneering approaches to people management and which led them to win very prestigious quality awards and various international accolades. The paper concludes by reinforcing the point that human resource management in a healthcare context has to be viewed as an integrated set of processes and practices which need to be adhered to from an integrated perspective in order to optimise individuals' performance levels and so that the human potential can be exploited fully.
551. Zetlin, Minda : Making tracks, Journal of European Business, Vol: 5 Iss: 5 May/Jun 1994
552. Zhu, Weichun , Fred Luthans, Irene K.H. Chew, Cuifang Li. : Potential expats in Singaporean organizations ,Journal of Management Development; Volume: 25 Issue: 8; 2006
     • With globalization and accompanying expatriation becoming a reality for developed countries, including those that have recently arrived in Southeast Asia, this study explored the effects of family and personal characteristics on Singaporeans’ willingness to accept an expat assignment. Data were collected from a random sample of 191 managers and engineers across a number of organizations in Singapore. The results indicated that the perception of a negative influence on family members has a negative impact on Singapore engineers and managers intention to accept an international assignment. Further, both need for achievement and perseverance personal characteristics had a positive impact on intention for an international assignment. The study findings suggest how international human resource manager can provide help to expatriates and their family in dealing with family issues related to expatriation.
553. Zikic, Jelena , Milorad M. Novicevic, Michael Harvey, Jacob Breland Repatriate career exploration: a path to career growth and success , Career Development International; Volume: 11 Issue: 7; 2006
     • The purpose of this paper is to examine repatriate career exploration as a continuing growth-oriented process and introduce repatriate hope as its crucial driver. Through a review of relevant literature, the framework of hope theory is introduced to argue for a more “agentic” view of the repatriate that can act as an independent career agent in the increasingly boundaryless career environment. The paper extends current knowledge of the repatriation process by describing ways in which repatriate hope drives career exploration toward valued outcomes of career growth and career success. It is also described how this repatriate career success will depend on the repatriate expectations and the social and organizational support received by the repatriate. The main contribution of this paper is a new view of the repatriation process through the lens of the hope theory that emphasizes positive psychological perspective indicating career growth/success as a valued outcome of repatriate career exploration process. Thus, repatriate is viewed as a proactive individual managing his or her career success and using exploration as a means of coping with and adjusting to a shifting set of challenges presented by the dramatic role change.
554. Zimmerman, James M : International Dimension of US Fair Employment Laws: Protection or Interference?, International Labour Review, Vol: 131 Iss: 2, 1992
555. Zurawski, Jodi L : Plan for Expatriates' 'Welcome Home' Before They Say 'Bon Voyage', Human Resources Professional, Vol: 4 Iss: 4 Summer 1992
     • Companies that aim to compete globally must implement a strong human resources program that meshes with the corporate long-term strategy. Successful firms structure international assignments to enhance the expatriate's career, meet corporate objectives, or meet a specific business objective. Some suggestions to help employees adjust are: 1. a formal repatriation policy, developed and administered by the human resources department, 2. a home company sponsor, 3. spousal assistance, perhaps in the area of job search or continued education, 4. follow-up counseling to ensure that the employee and family have adjusted or will adjust to the new environment, 5. cultural reentry, and 6. challenging assignments. A successful repatriation program recognizes that employee expectations change as a result of broadened perspectives developed during an international assignment. The program covers the myriad issues affecting the employee as well as the family.

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