International Human Resource Management-MJ Version
There seems to be a considerable consensus on the principal functions of international transfers, well represented by the origin ...
(as well). Second, HRM managers at headquarters are more likely to put forward the ‘company line’ in surveys, while subsidiary m ...
in Latin America and Asia might explain the differences for both position filling and management development. The level of cultu ...
language and communication skills would be essential. These skills might be less important for an expatriate who is sent out to ...
the bumble-bee and spider roles are more important in acquisitions than in greenfields. What these situations have in common is ...
on temporary assignment to headquarters. Although in most cases this concerned just one or two employees, in nearly 20% of the s ...
Since expatriation fulfills many roles, these three alternatives are unlikely to completely replace expatriates. However, they a ...
performance. This same requirement is no less valid in assignments abroad, but the political, legal and socioeconomic structures ...
criteria (Barham and Devine, 1990; Brewster, 1988; Harvey, 1985; Mendenhall et al., 1987; Miller, 1972; Tung, 1981). According t ...
formally evaluated against ideal-type criteria, the pool of candidates is very much restricted and the organisation takes a reac ...
general adjustment was not confirmed. Supervisor support did not have any significant influence on adjustment. Cultural novelty ...
while for more experienced expatriates this relationship was reversed. The same was true for co-worker support: experienced expa ...
So should we conclude we can disregard expatriate failure? On the contrary! Further and more sophisticated research into expatri ...
Addressing repatriate failure requires a different set of considerations that will be discussed in detail in Chapter 13. 6 TRANS ...
Black and Gregersen’s typology resembles a schema frequently used in acculturation studies to distinguish identification with th ...
7 SUMMARY AND CONCLUSIONS This chapter has taken a general look at composing an international staff. We provided an analysis of ...
• Harzing, A.W.K. (2001b) ‘An Analysis of the Functions of International Transfer of Managers in MNCs’,Employee Relations, vol. ...
Brewster, C. (1988) The Management of Expatriates, Human Resource Centre Monograph 2, Cranfield Institute of Technology, Cranfie ...
Harzing, A.W.K. (1995) ‘The Persistent Myth of High Expatriate Failure Rates’, International Journal of Human Resource Managemen ...
Mendenhall, M., Oddou, G. (1985) ‘The Dimensions of Expatriate Acculturation: A Review’, Academy of Management Review, 10(1): pp ...
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