10,953 research outputs found
Five minutes with Anne-Wil Harzing: “An Italian newspaper used Publish or Perish to compare the academic credentials of ministers in the new Monti government with those in the old Berlusconi government”
No full textAnne-Wil Harzing, author and creator of the Publish or Perish citations software, gives us an insight into how the software has been used in some unusual ways and discusses the differences between the REF and the ERA
Proof over promise: Moving citation metric systems beyond journal impact towards a career impact approach.
No full textPublishing in a high-impact journal carries the implicit promise that the article will also be highly cited. But the proof of this logic remains unsubstantiated. By combining more accurate citation metrics, like the hIa-index and the citation-per-author-per-year metric, Anne-Wil Harzing and Wilfred Mijnhardt provide a more substantial alternative to the narrow journal-based metric. This combined metric provides a more reliable comparison between academics in different disciplines and at different career stages
Internal vs. external promotion, part two: seven advantages of internal promotion, plus some general tips for both
No full textIn the second and final part of a series considering the relative merits of pursuing internal or external promotions, Anne-Wil Harzing sets out why seeking advancement internally might be a more attractive option, again highlighting seven specific reasons. The series concludes with some more general tips for promotion applications, including how to harness your experience submitting to academic journals
Internal vs. external promotion, part one: seven reasons why external promotion is easier
No full textClimbing the academic career ladder can be a slow, frustrating, and opaque process. Some academics may be unsure whether to seek promotion within their own institutions or to look to another university for advancement opportunities. In the first of a two-part series, Anne-Wil Harzing sets out the relative merits of pursuing internal or external promotions. This first instalment outlines seven reasons why the external option might be preferable to many
Host country language: Why It matters, and why expatriates need to learn it
No full textLanguage, in particular host country language, has been ignored by both academics and practitioners in expatriate management. When it comes to issues affecting expatriate performance, there is a tendency to focus on technical details such as the job description, task-related training and leadership style and to overlook the fundamental issue of language. In this chapter, we present the language realities of MNC subsidiaries in China with regard to whether local employees speak English with expatriates, and how willing they are to do so. We argue that there is in fact a strong local demand for expatriates to learn and use the host country language. However, given that Chinese, the language of this particular host country, is such an unfamiliar language, and perceived as difficult, we also recommend a range of strategies that allow expatriates without host country language skills to cope with the language challenges
The double-edged sword of ethnic similarity
No full textIn this chapter, we focus on how ethnic identity affects interactions between expatriates and local employees when they share an ethnicity. A large number of overseas Chinese are working in China; yet how they view their shared ethnicity might be different from how local employees view it. Such divergent perspectives are one cause of the challenges ethnic Chinese expatriates face when interacting with local employees. We propose the concept of ethnic identity confirmation, defined as the level of agreement between how one party views the importance of his/her ethnic identity and how his/her ethnic identity is viewed by other people, as a key factor in expatriate-local employee interactions. We provide detailed analyses of how expatriates might perceive their own ethnic identity and why their view might diverge from that of local employees. Three studies were conducted to test the role of ethnic identity confirmation. Study 1 (N = 256) reveals that ethnic identity confirmation matters more among ethnically similar expatriates and local employees than among ethnically different pairs and that this also affects knowledge transfer between them. Study 2 (N = 154) and study 3 (N = 292) investigate local employees’ ethnic identity confirmation and reveal that local employees tend to share more information with ethnically similar expatriates who confirm their views of their own ethnic identity. Finally, we discuss the implications of our findings for expatriates and MNCs
Conclusion: Expatriate language and identity challenges and recommendations for expatriate management
No full textIn this chapter, we review the main findings of our book and highlight the key implications that we can draw from our studies. While sending expatriates to China is still a common practice, MNCs clearly struggle in managing this group of employees. Expatriates themselves also find it challenging to cope with the changing social and work environments around them in the host country. They struggle when deciding whether to learn the local language and how much effort should be devoted to this. They ask themselves how confident they should feel before speaking the local language, regardless of their actual proficiency. Expatriates are also concerned as to whether they will ever be accepted, given that they look different and speak a different language. Even when expatriates have the same ethnicity as the locals, they might wonder whether the shared ethnicity is a positive or negative characteristic. Furthermore, we discuss the notion of change in terms of the changing expatriate concept; we also examine the changes in identity which occur during the process of negotiating acceptance. Finally, we provide a series of practical recommendations for MNCs, urging them to take an active role in managing employee diversity in the subsidiary as well as headquarters. This includes presenting concrete advice to both expatriates and local employees on how to embrace the differences between them
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