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Global managers: no longer men alone
In: International journal of human resource management, Band 13, Heft 5, S. 743-760
ISSN: 1466-4399
Global women political leaders: An invisible history, an increasingly important future
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 7, Heft 1, S. 133-161
Women do not want international careers: And other myths about international management
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Band 13, Heft 2, S. 66-79
ISSN: 0090-2616
The Future of Organization Development in Canada
In: Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration, Band 1, Heft 1, S. 122-132
ISSN: 1936-4490
Organization Development (OD) is an approach to managing and changing organizations which has been developed in the United States and, to a large extent, applied within the American context. This study describes the current, ideal, and future role of OD within a similar, although not identical, culture to the United States – Canada. First, fifty‐six English and French speaking Canadian OD consultants were interviewed and subsequently seventy‐five responded to a questionnaire. It was found that Canadian OD consultants (1) see the core of their professional activities remaining the same over the next decade, (2) would ideally like to increase the breadth of their OD activities and the intensity of involvement with each activity, (3) see a changing focus from micro level activities emphasizing individuals and small groups to macro level activities emphasizing the systemic nature of the whole organization and its relationship to the environment, (4) see little consistency among themselves in their day‐to‐day activities—each consultant is involved in a different set of activities which he or she then labels as OD, and (5) vary more in their opinions, activities, and predictions about the future of the field by role (internal vs external consultant vs academic) than by either gender or culture.RésuméOn appelle développement organisationnel (D.O.) une méthode de gestion et de changement des organisations qui a été développée aux Etats‐Unis, pays où, dans une large mesure, ont été confinées ses applications. La présente étude traite du rôle présent, idéal et futur du D.O. au Canada, dont le milieu culturel est similaire, mais non identique, à celui des stats‐Unis. Cinquante‐six consultants canadiens en D.O., anglophones et francophones, ont été interviewés et soixante‐quinze ont répondu à un questionnaire. Les résultats des observations sont les suivants: 1) Les conseillers croient que l'essentiel de leur pratique professionnelle ne changera pas au cours de la prochaine décennie. 2) Ils professent l'idéal d'élargir le champ de leurs activités en D.O. et l'intensité de leur engagement dans chacune d'entre elles. 3) Ils prévoient que l'accent passera des activités qui mettent en relief les individus et les petits groupes à celles qui portent sur le caractère systémique de l'organisation et ses relations avec son milieu. 4) Les consultants ne décèlent pas beaucoup de traits communs dans leurs tâches quotidiennes: chacun s'adonne à des travaux différents auxquels il accole le nom de D.O. 5) Enfin, les opinions, activités et prévisions au sujet de l'avenir de la discipline sont plus affectées par le rôle du répondant, à savoir son état de consultant interne, externe ou universitaire, que par son sexe ou sa culture.
Re-Entry: Managing Cross-Cultural Transitions
In: Group & organization studies, Band 6, Heft 3, S. 341-356
The author studied the re-entry process of two hundred corporate and governmental employees returning to Canada after working overseas for an average of two years. Re-entry into the original culture was found to be a more difficult transition than was the move to the foreign culture. Home-country managers tended to exhibit xenophobia (fear of foreign things) in assessing the potential and actual effectiveness of returnees. Based on the present research, ways for organizations to manage the re-entry transition more effectively are suggested.
Decision models in population research
In: Journal of population: behavioral, social and environmental issues, Band 2, Heft 3, S. 187-202
Women and Higher Education: Some Speculations on the Future
In: Signs: journal of women in culture and society, Band 3, Heft 4, S. 912-915
ISSN: 1545-6943
The Art of Global Leadership: Designing Options Worthy of Choosing
In: The SAGE Handbook of New Approaches in Management and Organization, S. 95-97
Organizational Metaphysics—Global Wisdom and the Audacity of Hope
In: Handbook of Organizational and Managerial Wisdom, S. 423-458
World Affairs Online
Organization theory for long-range planning
In: A Wiley-Interscience publication