Search

Assembling a diverse global workforce is becoming a critical dimension in gaining successful global performance. In the past, staffing has focused on control of the multinational organization as the primary goal when staffing overseas positions. As organizations globalize their operations, the goal of staffing is shifting from control to diversity, which in turn will provide the global organization with a means to gain/maintain competitive advantage. This diversity will be accomplished by integrating foreigners into the home country organization (i.e., inpatriation) through a permanent assignment. This article examines the inward flow of inpatriate managers by using social learning theory as a lens to better understand the means to integrate foreign managers into the domestic organization culture. The stages that inpatriate managers will go through (i.e., survival, integration, acculturation, and pluralistic integration) are explored to ascertain how to effectively utilize these global managers. (Contains 2 tables.)

Understanding the intricacies of managing the life cycle of international personnel is a conundrum that continues to perplex HR managers in the global business arena. Although the notion of adjusting to a socioeconomically and culturally distant environment has been explored extensively from the expatriate perspective, the critical issue to discern is the attention inpatriates need to facilitate successful, long-term integration into a novel setting. With regard to the relatively new staffing option of "inpatriation," the current literature seeks to acquire an understanding of the contextual implications vital for an adjustment process that allows for the successful and lasting incorporation of such individuals in the headquarters of global organizations. As a result of this gap, this article examines the relationship between institutional and individualized socialization tactics and sociocultural and psychological adjustments in conjunction with a proposed moderator effect of cultural distance that inpatriates may undergo. Overall, the article argues that the successful socializing of such individuals will in part depend on their set of psychological reference points during the acculturation stages. (Contains 2 tables and 1 figure.)

We report a phenomenographic study that reveals philosophies elicited on talent management (TM) systems in a sample of Australian subsidiaries of foreign multinational enterprises. We label these philosophies as The Carrot, The Risk, The Caretaker, The Conversation and The Strength. Each philosophy portends a unique TM system, guided by an overarching tenet alongside operational principles across function, timeframe and stakeholder foci. We speculate that a set of internal and external contingencies, based on country- and firm-level contexts, influence philosophies on TM systems. Reporting these nuances and distinctions across philosophies, we contribute to a possible shift in the TM literature from non-contextualized, generalized TM models to explicit firm and country contextualized representations that convey the unique value and treatment of a firm's talent, as it is understood by practicing managers. [ABSTRACT FROM AUTHOR]

To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1559-1816.2009.00571.x Byline: Michael Harvey (1), Nancy K. Napier ([dagger]), Miriam Moeller ([double dagger]), Laura A. Williams ([double dagger]) Abstract: This paper explores the dimensions and means to implement a global dual-career expatriate couple mentoring program. The rationale is that learning from an experienced mentor mitigates the complexity of global assignments, leading to more successful completion of overseas assignments. We explored the impact of such mentoring programs on 'nontraditional' global managers, along with their trailing spouses. Social learning theory was used as the foundation for the development of such a mentoring program. To add to the contextual understanding of global assignments imposed on global dual-career couples, we explored the effectiveness of mentoring by investigating temporal (before, during, after expatriation) and gender-related dimensions. Further, we analyzed the level of mentor involvement (personal, organizational, and professional) regarding psychosocial and career development. Author Affiliation: (*)Department of ManagementUniversity of MississippiandBond UniversityRobina, Queensland, Australia ([dagger])Department of ManagementBoise State University ([double dagger])Department of ManagementUniversity of Mississippi Article note: (1) Michael Harvey. E-mail: mharvey@bus.olemiss.edu

A minor digression, if you will: it has been over 30 years since I (referring to lead author) first wrote on the topic of terrorism and its potential impact on conducting business in a global context. The most vivid memory I have relative to that initial foray into this new topic was making a presentation at the annual summer American Marketing Association (AMA) conference in Chicago. I got halfway through the paper and I started to hear jeering noises emanating from the audience. As I remember (it is not a pleasant memory), the audience thought that I had lost my mind and that the reviewers of the paper allowed this rubbish into the AMA meeting (the implication was that they must have been drinking at the time). This is a true account of the presentation and when I left the session, I would be dishonest if I didn't tell you that I had made a terrible error and there would be significant ramifications to my young academic career. Yet, no country is untouched by global terrorism today, and the ramifications for global organizations are escalating year by year. [ABSTRACT FROM AUTHOR]

This study questions the return on investment of inpatriate talent. The fundamental rationale of this qualitative study is the need to more consciously manage the talent found in an increasingly diverse global talent pool. As part of this pool, an inpatriate is positioned to add operational value at headquarters, yet face a tremendously different set of hurdles compared to their more traditional counterpart, the expatriate. In light of the differences in characteristics and obstacles faced, we challenge extant literature on the appropriateness of existing talent practices for inpatriate talent. We question whether more conscious choices in management practices can bring greater mutual benefits to the inpatriate and multinational corporation. [ABSTRACT FROM AUTHOR]

Abstract: Lesbian, gay and bisexual (LGB) expatriates are rightfully sceptical, and at times fearful, of international assignment experiences, owing to the sometimes hostile reception at assignment locations as a result of their sexual orientation. The authors argue that this hostility arises from a perceived incompatibility in values between the host country and LGB expatriates. Dissonance between the two value systems leaves LGB expatriates seemingly powerless to self‐manage imposed stigmas inside and outside the workplace at international assignment locations. The authors suggest that it is essential for the multinational corporation (MNC) to help manage these stigmas by implementing human resource management (HRM) practices and policies that recognize the needs of traditional and non‐traditional expatriates as substantially different. Using organizational legitimacy theory, the authors assert that MNCs’ strategic actions should entail a set of distinct practices and policies for LGB expatriates as a way to strive for acceptance within the LGB expatriate community and beyond. Managing value congruence in this manner ensures greater willingness of the LGB talent pool to undertake international career opportunities and is likely to result in better assignment experiences and outcomes. Outcomes of LGB stigmatization are discussed and suggestions are put forward on the MNC's role in supporting LGB expatriates and their families. Propositions relative to support are offered. [ABSTRACT FROM AUTHOR]

Multinational organizations experience the need to diversify their managerial talent throughout their organizational hierarchies to achieve what is known as a global mindset - attaining a holistic perspective of how to conduct businesses while recognizing and acting upon the many forces of globalization. Optimal composition of managerial talent exists when multiple perspectives or cultures are included in decision-making processes that allow organizations to compete more effectively. Through this practice some organizations may acquire a competitive advantage over others. By incorporating global talent, organizations have a responsibility to assess current HR policies and practices and build in flexibility to foster a more strategic sense of incorporating talent. This paper discusses ways to leverage diversity by making a case for flexible and strategic global human resource policies and practices. [ABSTRACT FROM AUTHOR]

Distinct to expatriate managers at the subsidiary-level, inpatriate managers' influence at the headquarter (HQ)-level is controlled by the extent to which an inpatriate manager is able to ‘win’ status from HQ personnel. The primary goal of the paper is to conceptualize how organizational support, in the form of global talent management (GTM) practices, can alleviate inpatriates' difficulties in building social capital at HQ. Building social capital at HQ is vital for inpatriates to attain status in order to build the inter-unit social capital that enables them to pursue their boundary-spanning role across HQs and subsidiaries. Status inconsistency theory is put forward to recognize the personal, professional and structural incongruence of events and activities at HQ carried out with respect to inpatriates. We argue that inpatriate managers become empowered at HQ only when social capital is accumulated whereby social capital is driven by an acknowledgment of inpatriates as a legitimate staffing option. The relationship between GTM practices and social capital building needs to be managed properly by inpatriates themselves as well as by the organization. A future research agenda helping to build social capital of inpatriates through GTM infrastructure is discussed and propositions are offered throughout. [ABSTRACT FROM AUTHOR]

Purpose – As the internationalization process dictates the existence of cross-country networks it is essential to explore avenues that allow emerging market multinationals (EMNCs) to share and receive knowledge that can benefit them locally and globally. The purpose of this paper is to explore this conundrum by addressing the significance of creating a global mindset in individuals and across the multinational corporation. In the paper the authors articulate the mechanisms that influence global managers’ abilities to engage effectively with other global managers across borders. Design/methodology/approach – This is a conceptual and theoretical piece. Findings – The authors argued that global managers engage in reciprocal learning processes to obtain new, innovative knowledge about other countries’ environments and business practices. The authors furthermore suggest that the effectiveness of new knowledge creation is dependent upon the appropriate input, throughput, and output competencies of those involved in the reciprocal learning process. Originality/value – Proper people management plays a crucial role in fostering an environment where employees’ commitment will lead to organizational innovation. Propositions foreshadowing in the new, innovative knowledge creation process across cultural and personal levels are articulated. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to investigate attitudes toward interacting with foreign nationals from emerging and developed markets. Differences in attitudes are assessed using liability-of-foreignness factors. Design/methodology/approach – Purposive sample collected at a private university in Australia; hierarchical linear modeling approach examines differences across regions of Australia, Asia, Middle East, Europe, and North America; Type 2 moderated mediation procedures. Findings – Findings argue for variations across individual difference variables relative to the inclination to interact with emerging markets foreign nationals. Europeans’ willingness to interact with emerging market foreign nationals is diminished with high levels of tendency to stereotype, whereas North Americans’ willingness to interact with developed market foreign nationals is enhanced with high levels of tendency to stereotype. Research limitations/implications – Use of self-reported measures may limit validity and generalizability; cross-sectional data; common method variance. Practical implications – A greater consideration of cultural diversity inherent in the workforce allows for diminished adjustment difficulties. Acknowledgment and contextualization of diversity is not an option but a necessity upon which organizations must act to reach their fullest potential in respective foreign locations. Social implications – Supports greater respect for social and cultural beliefs, norms, and values. Respect has implications for relationships and performance. Originality/value – Content presents diversity issues within global organizations on their quest to employ global talent. [ABSTRACT FROM AUTHOR]

This article advances current conceptualizations of multicultural identities by identifying constituent elements of multicultural identity as knowledge, identification, internalization, and commitment. This new conceptualization is labeled n-Culturalism and posits that there are individuals who operate at the intersection of multiple cultures by maintaining salience of their multiple cultural identities. We illustrate that n-Culturals are assets to organizations because they are creative synthesizers that are able to facilitate organizational goals and can also serve as models for others who are struggling in a multicultural environment. This article provides some solutions to managing multicultural challenges in organizations, such as conflicting values and identities. It also offers solutions on how individuals and organizations can leverage their identities in relation to the multiculturalism continuum to achieve desired workplace outcomes. Further, we introduce the multicultural mentor modeling program for organizations, which, if implemented, can help struggling multiculturals to address challenges in their social cognition and to develop appropriate and effective behaviors in and outside of the workplace. [ABSTRACT FROM PUBLISHER]

Introduction: The compensatory increase in hepatic arterial flow with a decrease in portal venous flow is known as the hepatic arterial buffer response. In cirrhosis with elevated portal pressure, the vascular resistance of the hepatic artery is decreased. Whether this lower resistance of the hepatic artery is a consequence of portal hypertension or not remains unknown. Study Aim: The aim of the study was to investigate the hepatic arterial resistance and response to vasoconstriction in cirrhosis without portal hypertension (normal portal resistance). Methods: Cirrhosis was induced by CCl4-inhalation for 8 weeks (8W, normal portal resistance) and for 12–14 weeks (12W, elevated portal resistance). Bivascular liver perfusion was performed at 8W or 12W and dose response curves of methoxamine were obtained in the presence or absence of LNMMA (nitric oxide synthase blocker). Vascular resistances of the hepatic artery (HAR), portal vein (PVR) and sinusoids (SVR) were measured. Western Blot (WB) and Immunohistochemistry (IHC) were done to measure eNOS and HIF 1a expression. Results: HAR in both groups of cirrhotic animals (8W and 12W) were lower compared to controls. Dose response curves to methoxamine revealed lower HAR in both cirrhotic models (8W and 12W) regardless the magnitude of portal resistance. LNMMA corrected the dose response curves in cirrhosis (8W and 12W) to control. WB and IHC show increased protein expression of eNOS and HIF1a in 8W and 12W. Conclusion: Hepatic arterial resistance is decreased in cirrhosis independent of portal resistance. Vasodilation of the hepatic artery in cirrhosis seems to be influenced by hypoxia rather than increase in portal resistance. Nitric oxide is the main vasodilator. [ABSTRACT FROM AUTHOR]

With the death of North Korea leader Kim Jong-il, the level of uncertainty will dramatically escalate in an already highly uncertain market. The question becomes, is there a market opportunity for Western organizations, and when should Western organizations attempt to enter North Korea? In addition, there is a large question looming over the potential changes in the country, that being, if and when reunification with South Korea will occur. This article examines the potential of a unified market on the Korean peninsula. [ABSTRACT FROM PUBLISHER]

Globalization of business has had a profound impact on organizations. The focus of management has shifted from a domestic one to a more complex understanding of how to compete effectively in the global marketplace. One element that has accentuated the need for managers to develop a global mindset is in the area of global supply-chain management. The need to modify and update the type of manager needed to manage global interorganizational relationships effectively has arrived. This theoretical research examines the growing importance of having the appropriate human resource management ( HRM) processes to select, train, and retain competent global supply-chain managers. In addressing the human resource dimensions of successful global supply-chain management the growing importance of HRM in the management of supply chains is presented as a combination of resource-based (e.g. internal), market-based (e.g. external) and dynamic capabilities perspectives. In addition, selection, training and assessing the new 'breed' of global supply-chain managers is explored. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to develop a theoretical, yet practical framework for managing unrealistic expectations of expatriate marketing managers relative to their role in complex global marketing assignments. The formation of these unrealistic expatriate marketing managers' expectations is examined using relational contracting theory. We explore alternative HRM evaluation/support designs that can suppress the development of expatriate marketing managers' entitlement process and thus enhance the reality of expatriate marketing managers' expectations relative to the role in a subsidiary of the multinational enterprise. [ABSTRACT FROM AUTHOR]

This article explores the evolution of international staffing in an increasingly globalized and hypercompetitive marketplace. As the issue of staff retention becomes critical in global organizations, it is important to understand the types of managers that may be on or assigned to overseas assignments. The purpose of this article is to present a conceptual model of types of expatriates and explore key decision making points along their potential evolution into global staff. This model emerges from several bodies of literature. [ABSTRACT FROM AUTHOR]

The purpose of this article is to examine the impact of the four dimensions of political skill (i.e. social astuteness, interpersonal influence, networking ability and apparent sincerity) on the relationship between the cultural stigmatization of a foreign national and their level of acceptance by headquarter personnel as measured by the frequency of interaction. Grounded in self-congruity theory, we examine the dynamics involved in overcoming various stigmatizing marks of foreign nationals as they interact in a home country organization environment. Implications for practitioners are consequently discussed. [ABSTRACT FROM AUTHOR]

Abstract: Drawing from service-dominant logic and stewardship theory, we examine the extent to which both family- and non-family businesses integrate their customers into their strategic orientation and attempt to satisfy them through increasing innovativeness, while integrating stewardship cultural behaviors in their customer service processes. Through use of primary data, we analyze 206 family- and 101 non-family-owned businesses. Our results indicate that family-owned businesses have a strong service-dominant focus and are more capable of incorporating stewardship cultural behaviors in their customer service processes resulting in increased organizational innovativeness compared to their non-family competitors. [Copyright &y& Elsevier]