Suchergebnisse

International Operations Management: Lessons in Global Business, uses a fascinating selection of case studies researched during the international operations management project sponsored by the European Commission, comparing Western and Eastern approaches to business. With its balance of theoretical and applied content, this volume serves as both a primary and supplementary source for higher level students and educators, and as a worthwhile read for interested practitioners.

Considers the area of repatriation/reassignment of employees after international assignments and the effect that it may have on the successful internationalization of organizations. By specifically highlighting experiences in this area, suggests that organizations may need to develop their international human resources policies further if they are to maximize workforce investment in globalization. Draws on recent research conducted (via survey and interview) with over 40 companies, together with other relevant research and the personal and professional experiences of the writers. Specifically focuses on the main organizational issues raised and, in particular, effects of disregarding repatriation, effects on strategic and organizational development, lessons to be learned for globalization and the need for a fully integrated HR approach.

Geographically‐dispersed, global service organisations must find cost‐effective ways of delivering consistent service quality while recognising local differences in service culture. For such organisations, the management of operations cannot be separated from issues of training, corporate culture, and organisational identity. This paper presents an analysis of the experience of Avis Europe, a leading car rental firm, in developing a multimedia system for training frontline staff. The case illustrates how multimedia technologies enable a new sort of organisational text that has implications for the way in which operations may be documented and enacted. In particular, multimedia allows texts that are complex enough to address issues of what Hochschild describes as "emotional labour" in service operations. These developments have great significance for both practice and research in operations management.