Suchergebnisse

Part I. Describing different work-life policies, policy development, and pitfalls -- Strategic human resources and work-life balance / Paula Caligiuri and Nicole Givelekian -- Reviewing policies for harmonizing work, family and personal life / Steven Poelmans and Barbara Beham -- Integrating career development and work-family policy / Tammy Allen -- Work-life balance on global assignments / Paula Caligiuri and Mila Lazarova -- Case study 2005 - work-life, flexibility, and mobility: ensuring global support of flexibility within IBM's on-demand company / Joan Giue and Oana Petrescu -- Part II. Policy design, implementation, and deployment -- Stages in the implementation of work-life policies / Steven A. Y. Poelmans, Shilpa Patel and Barbara Beham -- Policy development across borders: a framework for work-life initiatives in multinational enterprises / Anne Bardoel and Helen DeCieri -- Part III. Cultural change -- Barriers to the implementation and usage of work-life policies / Cynthia Thompson -- How to become a family-responsible firm: proposing a model for cultural change / Steven A. Y. Poelmans and Olena Stepanova / Epilogue: flexibility and diversity in the twenty-first century - the responsibility of human potential managers / Steven A. Y. Poelmans and Aline Masuda

With contributions from thirty authors from fifteen countries, this is a 'white book' for international work-family research and practice. The authors offer a bold look at the future and provide guidelines for future research, focusing on applied, international work-family research, Offering a bold look at the future, this volume is a 'white book' for international work-family research and practice. It provides guidelines for future research, focusing on applied, international work-family research, with special attention to the cross-cultural dimension. With vision chapters written by thought leaders in the field, it is a source of inspiration for human resource, diversity and talent managers who want to know about the latest trends in work-life research including flexible work-life policies, culture development, work-family decision-making and coping, talent management, and supporting expatriates' families. A total of 30 authors from 15 countries contributed to this reference work, giving it a much needed international outlook

"Offering a bold look at the future, this volume is a 'white book' for international work-family research and practice. It provides guidelines for future research, focusing on applied, international work-family research, with special attention to the cross-cultural dimension. With vision chapters written by thought leaders in the field, it is a source of inspiration for human resource, diversity and talent managers who want to know about the latest trends in work-life research including flexible work-life policies, culture development, work-family decision-making and coping, talent management, and supporting expatriates' families. A total of 30 authors from 15 countries contributed to this reference work, giving it a much needed international outlook."--Description.

This article presents phase 2 of the Collaborative International Study of Managerial Stress (CISMS2) with the objective of studying cross culturally/cross-nationally potential causes and consequences of work-family conflict. This collaborative international study contributes to the existing literature on work and family by adding a different theoretical perspective (interaction between demands and resources, and resource loss), following the thinking of Grandey and Cropanzano, focusing on a specific collective (managers), and testing both universalistic and cross cultural hypotheses in a large sample taken from 25 countries in different continents, representing different socio-cultural contexts. It will explore cross cultural/cross-national issues in a comparative sense, looking at how family and societal differences relate to work-family conflict. More specifically we expect that individualism/collectivism and the presence of family-supportive government policies will moderate relationships between demands, resources and work-family conflict.

The construct of cultural intelligence, recently introduced to the management literature, has enormous potential in helping to explain effectiveness in cross cultural interactions. However, at present, no generally accepted definition or operationalization of this nascent construct exists. In this article, we develop a conceptualization of cultural intelligence that addresses a number of important limitations of previous definitions. We present a concise definition of cultural intelligence as a system of interacting abilities, describe how these elements interact to produce culturally intelligent behavior, and then identify measurement implications.