International Human Resource Management- Front Cover -- International Human Resource Management -- Title Page -- Copyright Page -- Dedications -- Contents -- List of Illustrations -- Figures -- Tables -- Box -- Case -- Appendix -- Author Biographies -- Chapter 1: Introduction and Overview of IHRM: Contemporary HR Issues in Europe -- A European Perspective on HRM -- HRM in an International Context -- References -- Part I: Macro-Views: IHRM and Its Response to Crisis in Europe -- Chapter 2: Macro-Views: Shaping HRM in Crises and Beyond - Overview of Part I -- References
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Unleash the power of the leadership-brain connection! Offering an approach compatible with the ways individuals naturally process information and learn, this updated edition ofConnecting Leadership to the Brain links knowledge about the physiological, social, emotional, constructive, reflective, and dispositional nature of the brain to compatible leadership practice. Leaders will find specific examples and reflection exercises focused on how to: Support the mind-body connection Promote social relationships Harness the power of emotion Expedite the construction of knowledge B
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This special edition is the result of a colloquium on global careers held by the Centre for Research into the Management of Expatriation (CRE` ME) at Cranfield School of Management. Academics and practitioners came together for two days to share the latest thinking and to design an international research project into this critical aspect of international management.Previously published in: Management Development, Volume 23, Number 9, 2004
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This study investigates global career self-management behaviors of staff in an international governmental organization (IGO). The literature on global careers argues that individuals should maximize their career capital, operationalized in the intelligent careers (IC) concept as competencies, social networks, and motivations of persons related to their careers. The IC concept implies that career capital is transferable and argues that IC components are interrelated and self-reinforcing. We explored these assumptions through a case study in a United Nations (UN) organization. Using the IC framework we undertook 29 semi-structured interviews with international assignees, HR, and operational experts and conducted one focus group discussion with seven staffing coordinators. We found that the UN organization had high barriers to career capital transfer between head office and field stations. Therefore, the IGO staff experienced conflicting demands in terms of their career capital behaviors. Many staff did not focus on maximizing their career-relevant capabilities or social networks. Instead, they pursued international careers that intentionally sacrificed internal career progression in favor of their humanitarian aid duties. The research adds to the insights of the global careers literature and refines our understanding of the relationship of the organizational center to its foreign affiliates. The findings expose potentially contradictory behavioral implications of elements of the IC concept and call for a context-sensitive refinement. Managerial implications for resourcing, development, career management, and retention are discussed.
'This book is an invaluable resource for scholars in the field of global careers, for people experiencing or contemplating such a career, and for those who manage them. The team of experts assembled provides a wonderful breadth of perspectives and a rich coverage of the field.' --Hugh P. Gunz, Professor, University of Toronto Mississauga 'A rich collection of knowledge about diverse types, experiences, and issues of global careerists ... an indispensable resource for global career researchers, educators, and practitioners.' --Margaret Shaffer, Michael F. Price Chair of International Business, University of Oklahoma Exploring global career issues in-depth, this important collection works at the intersection of career management and international HRM. It uses a multitude of perspectives to explore global career drivers, experiences and outcomes for individuals, as well as career systems and management within organisations and societies. Both long-term and short-term careers are discussed and examined alongside the impact that they have on elements of family life, providing a useful guide for academic scholars, HR managers and professionals operating in global environments.
Purpose This study aims to investigate cultural intelligence (CQ) as an antecedent of adaptive selling behavior (ASB) and cultural distance and intrinsic motivation as moderators in this relationship.
Design/methodology/approach This research builds on a survey to 310 US-based international sales executives (ISE) and multiple regression analysis to test the hypotheses.
Findings The results show that CQ has a significant positive relationship with ASB, both as an aggregate construct and through its metacognitive, motivational and behavioral facets. Also, intrinsic motivation moderates such relationship, whereas cultural distance does not.
Research limitations/implications The study includes only a sample of US-based international salespeople in the B2B context, which limits the generalizability of the findings to salespeople from other countries or other contexts.
Practical implications The findings of this research suggest that supplier companies involved in international selling should consider the cultural intelligence of their salespeople for selection, training and coaching.
Originality/value This study makes an important contribution to the literature on both ASB and CQ by expanding the knowledge on how to manage international salespeople effectively, considering the conditions under which CQ effects are expected and how these vary in this context.
Questions related to managing people in hostile environments have become more central on the agenda of business leaders and HR professionals in MNCs. This is due to developments such as the increase of terrorism or the political instability in many regions. In consequence, research on the role of HR in hostile environments has increased as well, though it can still be considered in its early stages. We would like to review the current state of research on managing people in hostile environment. In particular, with this article we contribute to the literature by developing a conceptual framework that distinguishes between micro-, meso- and marco-level research and charts progress, mechanisms and results. We call this the Situation – Response – Outcome (SRO) Framework of HRM in hostile environments. Depending on the level of analysis, the framework further differentiates between a pre-crises, acute-crisis, and post-crises phases of HRM in hostile environments. As a result, it serves as the basis to cluster existing literature around it and to show avenues for future research.
