51 research outputs found
Corporate Ownership, Leadership and Job Charateristics in Russian Enterprises
No full textThis study tests the application of the Western theory of organization's ownership in Russia, suggesting that ownership types – such as state-owned and private – influence leadership style and employees' jobs characteristics. A sample of 724 Russian employees in 15 service and manufacturing companies was surveyed. The results indicate that, contrary to Western theories, the leadership in Russian state-owned enterprises tends to be perceived as being more effective than the leadership in private enterprises. Similarly, jobs in state-owned enterprises are more enriched than in private companies. Explanations and implications are provided.leadership, job characteristics, state-owned enterprises, private organizations, Russia
International itinerants and traditional expatriates : different breed or different circumstance?
No full textVersion of RecordThis exploratory study extends the concept of boundaryless careers toward international career management. It focuses on a new breed of expatriate managers who are becoming more prevalent in multinational corporations—the international itinerant. A group of 52 traditional expatriate managers is compared with a group of 86 international itinerants and, contrary to previous propositions no differences have been found in the levels of organizational commitment, locus of control, and instrumentality of the two groups. Explanations of the findings and propositions for future research are provided.Shaydulova A. & Banai, M. (2007, October). International Itinerants and Traditional Expatriates: Different Breed or Different Circumstance? Presented at the Academy of International Business U.S. Northeast Chapter Regional Meeting, Portsmouth, New Hampshire. Retrieved from http://academicarchive.snhu.ed
Voz y cuerpo en la poesía de Adi Keissar y Sigalit Banai
No full textAdi Keissar (1980) es autora de tres libros poéticos, pero es conocida sobre todo por ser la fundadora de ‘Ars Poetica, unas veladas poéticas en las que jóvenes poetas judíos de origen árabe (mizrahíes) recitan sus composiciones. De esta manera, Keissar da voz también a sus versos, que, con un estilo cercano a la oralidad, contribuyen a la difusión de la poesía mizrahí y de sus reivindicaciones identitarias. Otra artista, Sigalit Banai (1968), que también se reconoce en la cultura mizrahí, es autora de dos obras poéticas que recita en diversos escenarios. Como escritora y como actriz, Banai no solo da voz a sus versos, sino que les da también cuerpo: su mismo cuerpo se vuelve un instrumento de representación poética. Con este artículo se pretende ofrecer una visión de cómo las dos autoras expresan sus propias identidades, como judías y árabes (mizrahíes), centrándonos sobre todo en el papel que juegan la voz (la oralidad) y el cuerpo en sus trayectorias poéticas.Adi Keissar (1980) is the author of three books of poems but she has gained popularity for being the founder of ‘Ars Poetica, poetic gatherings in which young Jewish poets of Arab origins (Mizrahi) recite their work. In this way, Keissar also gives voice to her poems, which help to spread Mizrahi poetry and its identitarian claims, through their particular style influenced by orality. Another artist, Sigalit Banai (1968), who also understands herself as part of the Mizrahi culture, uses different stages for her poems. Author of two books of poems, and also an actress, Banai not only gives voice to her verses but provides them with a bodily dimension too: her own body becomes an instrument for poetic representation. In this paper, I aim at explaining how these two authors express their own identities, as both Jewish and Arab (Mizrahi), focusing on the role played by voice (orality) and the body in their poetic trajectories
The ethnocentric staffing policy in multinational corporations a self-fulfilling prophecy
No full text
Cultural adaptation of expatriate managers in foreign banks in London
No full textThe research attempts to answer the question whether bank managers who are transferred from HQ in their parent countries to subsidiaries in foreign countries change their managerial behaviour. Four dimensions of managerial behaviour were analysed; Power Distance, Uncertainty Avoidance, Individualism and Masculinity (Hofstede 1980). Three general theories were used in order to describe, explain and predict changes in behaviour of expatriate managers. They were Socialisation Theory (Pfeffer 1982), Role Theory (Katz and Kahn 1978) and Power Theory (McClelland 1957, Mulder 1977). The managerial behaviour of HQ executives in multinational banks in New York, Amsterdam and Tel Aviv was compared with the behaviour of their colleague expatriates and British managers in the subsidiaries of the same banks in London. 256 questionnaires were detained, and a statistical analysis was conducted in order to reveal similarities and differences between the three groups of managers. The findings suggest that expatriate managers decrease their scores on Power Distance, Uncertainty Avoidance, Individualism and Masculinity upon international transfer from the United States, Holland and Israel to Great Britain. In addition, they change some of their attitudes towards their task environment. However, they do nct change their general values. The role of the managers (expatriate managers or HQ officials) can best predict their managerial behaviour. Socialisation in the parent country - which was measured through the variable of Nationality, or socialisation in the host country - which was measured through the variable of Length of Service in the host country - were found to he less predictive than the role of the manager. The 'power Fositicn' was found to be the least predictive factor in analysing the change in managerial behaviour of expatriate managers
Attitudes towards questionable negotiation tactics in Turkey
No full textPurposeThe purpose of this paper is to examine the impact of individualism‐collectivism, trust, and ethical ideology on ethically questionable negotiation tactics, such as pretending, deceiving and lying, in Turkey.Design/methodology/approachSurvey questionnaires translated from English to Turkish were administered to 400 respondents, of whom 379 fully completed the questionnaires.FindingsThe research empirically corroborated a classification of three groups of negotiation tactics, namely, pretending, deceiving and lying. Turkish negotiators who scored high on horizontal individualism tended to score highly on pretending and deceiving and less on lying, and presented an inverse relationship between scores on those tactics and score on idealism. Trust was not found to be related to any of the negotiation tactics.Research limitations/implicationsThe study investigated the respondents' perceptions rather than their actual negotiation behavior. The sample size, though large and inclusive of public and private sector employees, provided limited ability to generalize Turkish negotiator conduct.Practical implicationsThe study provides hints to managers negotiating in Turkey of the extent to which Turkish managers would employ ethically questionable negotiation tactics.Originality/valueThis empirical field research is the first to present a model of the antecedents of negotiation tactics in Turkey, a country where negotiation studies are limited and are mostly conducted within the safe controls of the laboratory.</jats:sec
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