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...., Earley and Peterson 2004; Mendenhall and Stahl 2000), the use of cross-cultural management teams ... 4 5 5 3 1 Pharmaceuticals 2 5 2 4 0 Construction 4 2 2 4 0 Services 4 1 1 0 3 Publishing 5 1 2 1 0 ...
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... Eastman-Posco Engineering and Construction-Jina (PPJ) mit der Ausarbeitung eines neuen Stadte... von Ingwer, Zimt und frisch geschnittenem Stahl . Die Verhandlungen über die Enteignungen haben z...
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In this paper we argue that flexpatriates' needs and goals are not homogeneous and cannot be met simply by providing standard measures to facilitate working in different cultural locations. We review the nature of flexpatriate lifestyle to examine how employees of multinational enterprises located in Austria face a range of issues in their work, personal and family lives. We present four empirically grounded types, Tough Travelers, Enjoyers, Cosmopolitans and Contactors. The types show various facets of flexpatriates' lifestyles that are essential to understand their significant implications for HR architecture, commitment strategies and HRM practices in order to meet the employees' needs.
... and globally savvy business leaders" (Stahl et al. 2009: 90). To solve these staffing challeng... to make choices as part of their construction of a "narrative of the self (Giddens 1991: 76) ins...
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This article presents the results of a qualitative research project aimed at examining how Human Resource (HR) practitioners interpret HR strategy and strategic change. We will illustrate how they develop HR strategy by relying on a system of shared practices which, in turn, constitute the underlying relational dynamics. We argue that HR strategy is embedded in a (rhetorical) network of middle and top managers from HR departments and corresponding operational departments. This implies that HR strategy happens in a social process, more precisely in practices -in-use. Drawing on a systemic constructionist framework, the article discusses the nature of practices -in-use and presents findings from an inductive analysis of a qualitative HR study. The qualitative nature enabled us to shed lig...
... and strategy (Rüegg-Stürm 2001; Hejl/Stahl 2000; Hendry/Seidl 2003). While the theoretical fr...
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Narratives are important tools in constructing an organization, and individual and collective narratives about key actors and critical events compete in defining the organization and making sense of the challenges faced in organizational change processes. This article introduces narrative interviewing and narrative analysis as qualitative methods relevant to international business research, with illustrations from a case study of a cross-border merger. Narrative interviews offer access to the plurivocal organizational world. A narrative analysis focuses on interviewees' story-work and how it constitutes organizational reality.
... the people involved (Buono/Bowditch 2003, Stahl/Mendenhall 2005). It is not only top managers who ... characters as part of specific plot constructions that fit well into their retrospective interpretat...
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In a characteristically combative treatment, Jirjahn (2008a) argues that Addison and Teixeira's (2006) finding of a negative relationship between works council presence and employment growth is a chimera produced by the way in which establishment size is measured. We reject his assertion of misspecification for two reasons; the second of which undoubtedly contributed to leading Jirjahn astray. And while Jirjahn's treatment is of interest in its own right, he does a poor job of portraying our overall analysis. Thus, he neglects our treatment of survival bias while ignoring our presentation of a dynamic labor demand model. Elsewhere he seems to grudgingly support the former (Jirjahn 2008b), and implicitly to accept our findings pertaining to employment adjustment (where we report that wor...
...Harhoff and Stahl (1995), Harhoff, Stahl and Woywode (1998), Gerlach... Empirical Results for Manufacturing, Construction, Trade and Service Industries. In: Journal of Indu...
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This study combines qualitative and quantitative data in order to answer the critical question, how is intercultural competence developed and spread in a multinational company (MNC)? This study suggests that the link between the existence of global teams and the performance of an international company is indirect: global teams help to develop intercultural competencies; they, in turn, contribute to performance. Intercultural interaction among the employees of a company, especially within global teams, provides the highest learning potential for intercultural competence. Long-time interaction, care and conflict characterize global teams. These characteristics permit learning to result from intercultural interaction. Intercultural interaction inside a company is possible only if cultural ...
... even a strategic resource for the construction of dynamic competencies (Van Maanen/Laurent 1993, ... 1990, Kiechl 1997, Knapp 1995, Kühlmann/Stahl 1998). But one can also acquire intercultural comp...
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Numerous anthropologists, political scientists, experts in organization theory and managers of organizational development departments agree in their assessment that national culture influences or even defines to a great extent the business culture within a country and therefore that organizations operating across borders encounter barriers with respect to transnational communication and cooperation. Many empirical studies which have been conducted corroborate this assumption, but few explicitly discuss the fundamental premises on which this perception is based, or how cross-national communication barriers can be explained. Based on a concept of culture that differs considerably from traditional models, a second group of social scientists has recently begun to question the inevitable per...
.../Bleher 2006b; Peuker/Schmal/Götz 2002; Stahl 1998; Kuhlmann 2004a, 2004b; Stahl/Mayrhofer/Kühl... ausgesetzt: "Thus the process of the construction of collectivities, social systems, and civilinatio...