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Pidduck RJ, Shaffer MA, Zhang Y, Cheung SS, Yunlu DG. Cultural intelligence: An identity lens on the influence of cross-cultural experience. JOURNAL OF INTERNATIONAL MANAGEMENT 2022. [DOI: 10.1016/j.intman.2022.100928] [Citation(s) in RCA: 4] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
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Integrated Generalized Structured Component Analysis: On the Use of Model Fit Criteria in International Management Research. MANAGEMENT INTERNATIONAL REVIEW 2022. [DOI: 10.1007/s11575-022-00479-w] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/16/2022]
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Petry T, Treisch C, Peters M. Designing job ads to stimulate the decision to apply: a discrete choice experiment with business students. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2021. [DOI: 10.1080/09585192.2021.1891112] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
Affiliation(s)
- Tanja Petry
- Department of Strategic Management, Marketing and Tourism, University of Innsbruck, Innsbruck, Austria
| | - Corinna Treisch
- Department of Accounting, Auditing and Taxation, University of Innsbruck, Innsbruck, Austria
| | - Mike Peters
- Department of Strategic Management, Marketing and Tourism, University of Innsbruck, Innsbruck, Austria
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Dolce V, Molino M, Wodociag S, Ghislieri C. Gender paths in international careers: an approach centred on demands and resources. JOURNAL OF GLOBAL MOBILITY: THE HOME OF EXPATRIATE MANAGEMENT RESEARCH 2021. [DOI: 10.1108/jgm-04-2020-0026] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThis paper aims to explore the interplay between international experiences and male and female top managers' career paths, taking into consideration gender differences. Furthermore, the research investigates the specific job and personal demands and resources related to the different types of international work experiences.Design/methodology/approachThis study provides an in-depth subjective reconstruction of the international professional experience of 37 male and female top managers employed in Italy, using semi-structured interviews.FindingsParticipants highlighted the benefits of their international assignments (IAs) in terms of the development of managerial, soft and cross-cultural skills. Family issues and cultural differences were frequently cited as challenges by the top managers interviewed. Culture shock and perceived difficulty in managing multicultural teams were reported by both women and men. Men reported experiencing long periods of separation from their family more often than women and cited the support of their partner as a valuable resource. In addition to the support of a partner, women also indicated that certain job resources and welfare policies played a crucial role. Moreover, women appear to be more interested in work-family management issues, thus suggesting that the traditional division of roles between men and women continues to persist in Italy.Originality/valueThis study provides an insight into the extrinsic factors linked to career success, as well as the challenges and the resources associated with different forms of global work other than traditional expatriation. It takes into consideration a specific country, Italy, where a traditional family paradigm persists, providing an insight into better understanding the link between IA experiences and gender roles in global mobility. Managerial implications are also discussed.
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Global human resources: a key to mission accomplishment. JOURNAL OF GLOBAL MOBILITY: THE HOME OF EXPATRIATE MANAGEMENT RESEARCH 2019. [DOI: 10.1108/jgm-01-2018-0007] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to explore the factors needed for the development of global human resources for leadership assignments in foreign subsidiaries. The paper aims to find an answer to enhance expatriate mission accomplishment rate at subsidiaries abroad.
Design/methodology/approach
This study examines the development of global human resources. In-depth face-to-face interviews were employed to collect data from eight senior HR managers in three financial institutions in Taiwan, while data from 28 expatriates in the overseas subsidiaries were obtained from asynchronous e-mail interviews. Conventional content analysis was used to code categories directly from the data.
Findings
The results of the study revealed that organizational policies do not focus on developing global human resources. To portray a global image, the focus is on staffing overseas subsidiaries with foreigners and Taiwanese that can speak English. Development to prepare staff for expatriation is limited to pre-departure training that focused mainly on language and cultural awareness training. However, organizational support during expatriation and repatriation is important. Expatriates view security briefing crucial and familiarization visit helps them to decide whether or not to accept expatriation. Organizational policies favor those that were not expatriated in terms of career progression deter managers from accepting international assignments.
Originality/value
It highlights some best practices in developing global human resources taking into consideration the herd mentality and social perspective. Social support, social learning and social capital are instrumental in developing global human resources as these hasten cultural adjustment.
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