scholarly journals Culture and Managers in a Globalised World

2017 ◽  
pp. 1-27
Author(s):  
Charalampos Giousmpasoglou ◽  
Evangelia Marinakou
Keyword(s):  
Human Resources Management ◽  
Global Business ◽  
Cultural Management ◽  
What Works ◽  
Management Function ◽  
International Human Resources ◽  
International Human Resources Management ◽  
Multiple Challenges ◽  
Cross Cultural Management ◽  
Definition Of

The dynamic nature of the management function in global business today and the realisation that what works effectively in one country may not be as efficient in another has led management scholars and practising managers in continuous efforts to enhance their understanding of this environment and its effects to managers. This chapter explores management across cultures. The discussion starts with the origin and definition of cross cultural management; then it is focused on the study of the International Human Resources Management (IHRM). The final part discusses the profile of the international managers and the competencies needed to cope with the multiple challenges they are faced with in overseas assignments.

Can multicultural human resources management problems be solved by an organisational culture?

2010 ◽  
Vol 14 (4) ◽  
pp. 99-114 ◽  
Author(s):  
Helena Karjalainen
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Organisational Culture ◽  
Cultural Backgrounds ◽  
Global Business ◽  
Resources Management ◽  
International Human Resources ◽  
International Human Resources Management ◽  
International Hrm

During recent decades, globalisation has affected and changed functions of enterprises, firms must adapt their strategies to global business and to international human resources management. A new challenge seems to be imposed to international managers and to international HRM: how to create cooperation between employees representing different cultural backgrounds and how to find a common identity in multicultural teams? Our article, based on a case study, inter-site cases, examines five different multicultural work groups. Results reveal how cooperation can be created and managed with the HRM practices and tools: recruitment, intercultural management, mediation and organisational culture.

Challenges for Brazilian MNCs' international human resources management

2012 ◽  
Vol 6 (3) ◽  
pp. 248 ◽  
Author(s):  
Patricia Morilha Muritiba ◽  
Sérgio Nunes Muritiba ◽  
Lindolfo Galvao de Albuquerque ◽  
Maria Tereza Leme Fleury ◽  
John Lawrence French
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Resources Management ◽  
International Human Resources ◽  
International Human Resources Management ◽  
International Human

scholarly journals Differences in Competency Management – Comparative Analysis between Polish, Spanish, and Austrian Business Practices

2015 ◽  
Vol 7 (2) ◽  
pp. 49-74 ◽  
Author(s):  
Marzena Stor ◽  
Teresa Kupczyk
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
National Level ◽  
Business Practices ◽  
Resources Management ◽  
Comparative Hrm ◽  
International Human Resources ◽  
International Human Resources Management ◽  
International Hrm ◽  
Competency Management

AbstractThe main goal of the article is to present some differences in the practice of competency management, perceived as a part of human resources management, that were identified in the empirical research conducted in three countries, that is Poland, Spain, and Austria. Our research is placed within cross-cultural HRM and comparative HRM, that together with corporate-international HRM make three theoretical and research streams within international human resources management (IHRM). This is because on one side, the analysis of the research data covers comparison of competency management systems and practices both at the organizational and national level in different countries, but on the other side, we make an attempt to discuss the possible influence of national culture on identified differences.

scholarly journals Human Resources Management Strategies of Taiwan-based Enterprises in Vietnam

2022 ◽  
Author(s):  
鬼谷 子
Keyword(s):  
Human Capital ◽  
Human Resources Management ◽  
Development Program ◽  
Management Training ◽  
Training And Development ◽  
Cross Cultural ◽  
Cultural Management ◽  
Compensation Systems ◽  
Main Challenge ◽  
Cross Cultural Management

The study explores the main challenge for human resource management (HRM) of Taiwan-based enterprises in Vietnam in which cross-cultural management and human capital are mainly focused on, and the study also investigates the strategies of HRM of Taiwanese companies in Vietnam in which companies are centralized in localization management, training and development program and incentive and compensation systems of HR practice.. There are six Taiwanese expatriates work in Vietnam invited to participate the in-depth interview to further understand the difficult of HRM they faced with and to find out the strategies of HRM their company offer. The result consistent with the inference earlier that Taiwan-based enterprises have difficult on cross-cultural management and human capital, and then the strategies about localization management, training and development program, and incentive and compensation systems are conducted as well. The study provides critical research implications as well as practical implications for Taiwanese-based companies in Vietnam.

Research in Russia reveals lack of transferable cross-cultural management (CCM) skills in young graduates

2020 ◽  
Vol 28 (5) ◽  
pp. 35-37
Keyword(s):  
Cross Cultural ◽  
Job Seekers ◽  
Global Business ◽  
Soft Skill ◽  
Content Type ◽  
Cultural Management ◽  
Business Context ◽  
Process Stage ◽  
Wide Range ◽  
Cross Cultural Management

Purpose Researchers in Russia wanted to find out if education-job mismatches affect recruitment in the international employment market. Design/methodology/approach There was a three-stage process. Stage One involved organizing interviewer-led focus groups with 18 Russian recruiters. In Stage Two the authors carried out face-to-face interviews with 17 CCM research-informed teachers and 11 recruiters. Finally, the third part of the study was an interactive seminar with 297 graduate job seekers in Russia. Findings The main issue was the overwhelming lack of transferable cross-cultural management (CCM) skills, especially among young graduates. The authors interviewed university teachers who felt that graduate job seekers lacked a wide range of basic skills and knowledge. Meanwhile, they interviewed recruiters who were concerned about the inability of graduates to apply their knowledge in a global business context. The recruiters were also critical of the teachers for not supplying graduates with the right soft skill set. Originality/value Research in the field has been rare, especially in Russia. The results point the way forward for academic researchers, but also practicing teachers

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