1,720,997 research outputs found
Cultural theory and organizations: analytical method and cases
No full textWithin the context of the ongoing debate on the understanding of organizational culture, this paper presents a cultural theory of organizations (grid/group analysis) originating in anthropology. It is a generic model which proposes a conceptual framework for comparing organizations, organizing and change. The model identifies particular configurations of social relationships, dictating 'ways of life' (organizational cultures) which are both exclusive and differentiating. Three active cultures (and one passive) are identified: hierarchical, sectarian, market (and fatalistic). Two case studies demonstrating the descriptive power of the model are presented. One is a meta-organizational analysis of a large, complex organization: the Israeli Armed Forces. The other is an Israeli high-tech industrial enterprise undergoing a major organizational and cultural change. Finally, comparisons with other typological organizational models, and current cross-cultural theories of organization are discussed
Expatriation and repatriation in MNCs: a taxonomy
No full textThe challenge of the management of expatriates and repatriates has never been more timely nor urgent: globalization has forced expatriation into the corporate agenda, confronting us with an array of questions on HRM strategy and practice. We propose that a wide range of current thinking and practice may be conveniently grouped into a taxonomy of five organizational options, each advancing a different set of expatriation relationships: Global, Emissary, Peripheral, Professional, and Expedient. A framework outlining the main configurations of these options generates a generic model for expatriation at the organizational level. This forms the principal part of the article, followed by a comprehensive discussion and implications for practice. © 2002 Wiley Periodicals, Inc
The organizational lunch
No full textThis paper examines a hitherto neglected detail of organizational life – the lunch break, a daily event, which bears important implications for organizations and their people. We propose a theoretical framework for understanding differences in lunch break practice based on an anthropological theory of comparative cultures, and contextualize it in current management discourse. A national representative survey of organizational lunch practices in one country, the UK, is presented. We explore examples that demonstrate the utility of the lunch break for identity formation, the management of people at work and change management. The paper concludes with an agenda for further research
Strategies for revising and resubmitting papers to refereed journals
No full textWe explored what authors allegedly do and why, when invited to revise and resubmit manuscripts to refereed journals. Based on responses from 249 business and management scholars from the UK and USA, we found that authors preferred to resubmit to the original journal, whether the required revision was minor or major, and that under certain circumstances other options would be considered: submitting to alternative journals, sometimes without revising at all; discarding the paper; or challenging the editor. Experience in publishing was found to be an important moderator. As to ‘why’ they purport to do so, a classification of qualitative responses yielded a matrix of four optional strategies, grouped along two axes: rationale (instrumental reasoning versus ethical reasoning) and agency (individually centred reasoning versus community-centred reasoning). Most responses were located in the instrumental/self-centred quadrant
Global Self-Initiated Corporate Careerists: What Drives Them and Implications for HRM
No full textAn important aspect of globalization as a social/economic/political reality that began to unfold in the second half of the 20th century and is intensifying in the early decades of the 21st century is the growing flow — of people, capital, information, ideas, services, products — transcending national borders. With transnational corporations increasing in number and aiming to gain a global footprint (Rugman and Verbeke, 2004), with worldwide and regional trade agreements proliferating, people’s careers are increasingly becoming global too (Tams and Arthur, 2007). We evidence a large and growing number of people opting, by intent or default, for a career that transcends national borders, in a variety of modes or types — the nature, feasibility, and management of this variety has been subject to a recent detailed exposition (Baruch, Dickmann, Altman, and Bournois, 2013). This global temporary employment migration wave has been of sufficient magnitude and importance to effect national policies, as for example in the Gulf, where the vast majority of the active workforce is foreign — hence the efforts for ‘Saudization’ of labor in the Kingdom of Saudi Arabia (Al-Rajhi, Altman, Metcalf, and Roussel, 2006) and similar attempts elsewhere in the region (Al-Meraikhi et al., 2012)
Exploring international work: types and dimensions of global careers
No full textContemporary global work comprises a wide and growing array of different modes of international work configurations. In this article, we offer a multidimensional framework for conceptual (theoretical and practical) underpinning of these different modes. Building on the extant literature and the Delphi approach, seven dimensions emerged: (i) time of exposure; (ii) intensity of international contact through work; (iii) breadth of interaction; (iv) legal context; (v) international work instigator; (vi) extent of cultural gap between an individual's country-of-origin and the context in which the international work takes place; and (vii) key cultural-related requirements of one's job/role. To these dimensions, we add individual and organizational contextual variables, e.g. diversity and occupational patterns, as well as career systems with a particular focus on the importance of globally orientated work. Furthermore, we list the major modes of global careers and draw a global career glossary. Both the multidimensional framework and the glossary should facilitate scholars and managers to systematize, analyse, manage and further develop their expatriation and repatriation career strategies, policies and practices
Career Mobility in a Global Era: Advances in Managing Expatriation and Repatriation
No full textThe surge of interest in expatriation and repatriation within the broader discourse on labor mobility of professionals and high-skilled labor, human capital development, and the theory and practice of people management serves as the backdrop to this paper. We propose that expatriation and repatriation be framed in the context of global careers and embedded in the wider social-economic environment of globalization through the lens of a career ecosystem theory. We chart the evolution of scholarly publications on career mobility over the past four decades and highlight current trends, in particular the emergence of self-initiated expatriation as a pivotal change in the direction of expatriation studies and derived practice. We assess the rigor of empirical findings, weigh theoretical underpinnings, offer a research agenda for future research, and outline managerial implications
Global self-initiated corporate expatriate careers: a new era in international assignments?
No full textInternational audiencePurpose - Within the current discourse on contemporary careers and the context of international assignments, this paper seeks to conduct a study of a large European MNC, with the aim of theory development on expatriation/repatriation. Design/methodology/approach - A qualitative study, based on semi-structured interviews in a major financial institution. Findings - Motivation to expatriate falls into two distinct categories - company initiated assignments; and self-initiated, career orientated and/or self-development focused. The authors propose a two dimensional model to depict the emergence of a new expatriation path alongside the traditional one - differentiating those who respond to an international assignment call within a clearly framed career development path; and those embarking on international assignment as, primarily, a personal growth opportunity. A distinctive sub-group of corporate self-initiated expatriates is identified for the first time. Research limitations/implications - A qualitative study within one company. Practical implications - The emergent models could be utilized by HR managers to shape future policies and practices for global assignments. Originality/value - Providing a new model to explicate the relevance of a protean career attitude in a global boundaryless career environment; outlining of new emergent international career trajectories, in particular corporate self-initiated careers
Negative impression management: the troublemaker as trouble seeker
No full textExtending the discourse on impression management, we explore a counter-intuitive workplace deviance phenomenon whereby employees aim to get themselves fired from their jobs. Employing exploratory qualitative methods, we collected evidence from employees who practice deliberate negative impression management (NIM), from parties who witnessed NIM, and from Human Resource (HR) managers who have dealt with NIM, in two distinct geographies: Israel and Taiwan. The paper outlines the diverse sources of NIM, its specified and unspecified aims, its actual consequences, and its prevalence. This unique dataset offers insights that extend our understanding of impression management theory and practice, serving as a mean to explicating a variant of deviant behavior at the workplace and providing information to HR personnel on ways to engage with the issue
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