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Autonomy, Embeddedness, and the Performance of Foreign Owned Subsidiaries
McDonald, Frank; Warhurst, Svetlana; Allen, Matthew - In: Multinational Business Review 16 (2008) 3, pp. 73-92
This paper investigates whether changes in autonomy and embeddedness in host locations by foreign owned subsidiaries … performance. The results on the importance of increasing strategic decision‐making autonomy and embeddedness are less clear, with … decision‐making autonomy is associated with enhanced performance as measured by both subjective and more objective measures of …
Persistent link: https://www.econbiz.de/10014931839
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The impact of information technology and cultural differences on organizational behavior in the financial services industry
Andreou, Andreas N.; Boone, Larry W. - In: Journal of Intellectual Capital 3 (2002) 3, pp. 248-261
This paper discusses how IT impacts the job and individual characteristics of: autonomy, workload, organizational …
Persistent link: https://www.econbiz.de/10014875274
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Zur Kontextualisierung der Unternehmenskultur als Führungsgröße international operierender Hotelunternehmen: Theoretische Fundierung und empirische Erkenntnisse
A.Gardini, Marco - In: Zeitschrift für Tourismuswissenschaft 10 (2018) 2, pp. 185-210
Führungsansätzen nimmt in der internationalen Managementliteratur dabei die Unternehmenskultur ein, im Sinne einer normativen Steuerung … Unternehmenskultur als Führungsgröße in der internationalen Hotellerie einer theoriegeleiteten Kontextualisierung unterzogen. Ziel ist … dabei, den Zusammenhang zwischen den Besonderheiten der Hotellerie und der Unternehmenskultur im Hinblick auf das Management …
Persistent link: https://www.econbiz.de/10014624480
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An organizational culture compatible with employability
Estiénne, Marion - In: Industrial and Commercial Training 29 (1997) 6, pp. 194-199
Discusses the organizational culture appropriate to new forms of “employability” as being characterized by its success in challenging and empowering its staff, motivating them, and even satisfying their needs for belongingness in today’s downsizing environment. These characteristics...
Persistent link: https://www.econbiz.de/10014755903
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Women in project management: entry into a male domain?
Gale, Andrew; Cartwright, Susan - In: Leadership & Organization Development Journal 16 (1995) 2, pp. 3-8
Deals with the under‐representation of women in management and project management. Discusses the issue of women as a “special case” critically. Draws on recent research relating to work patterns of men and women. Argues that women′s advancement and participation in project management is...
Persistent link: https://www.econbiz.de/10014923560
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What motivates employees according to over 40 years of motivation surveys
Wiley, Carolyn - In: International Journal of Manpower 18 (1997) 3, pp. 263-280
Explores past and present attitudes of employees concerning work‐related motivational factors. Understanding the factors that employees consider motivating lends insight to the rewards to which they more positively respond. Compares the results of four motivation surveys conducted in 1946,...
Persistent link: https://www.econbiz.de/10014783717
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Modifying Restaurant Culture: Managers as Cultural Leaders
Lundberg, Craig C.; Woods, Robert H. - In: International Journal of Contemporary Hospitality Management 2 (1990) 4
Organisational culture has become a phenomenon increasingly demanding attention from responsible managers. This article provides a framework for understanding organisational culture, and describes three roles restaurant managers must perform in order to develop culturally sensitive and competent...
Persistent link: https://www.econbiz.de/10014763525
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A CROSS‐NATIONAL COMPARISON OF EMPLOYEE PARTICIPATION: INSIGHTS FOR AMERICAN MANAGEMENT
Cotton, John L.; McFarlin, Dean B.; Sweeney, Paul D. - In: Journal of Managerial Psychology 8 (1993) 1, pp. 10-19
Three manufacturing facilities of an international consumer products company were studied to determine cross‐cultural differences in how managers address employee participation. Despite nearly identical products, a common company culture, and other similarities, European managers demonstrated...
Persistent link: https://www.econbiz.de/10014888317
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A Briefing on Cultural and Communicative Sources of Western‐Japanese Interorganizational Conflict
Goldman, Alan - In: Journal of Managerial Psychology 9 (1994) 1, pp. 7-12
Offers Western managerial psychology a synthesis of cross‐cultural perspectives on Western‐Japanese inter‐organizational conflict. Argues that Graeco‐Roman and Confucian‐Buddhist‐based cultural and communicative codes are fundamentally antagonistic, contributing to misperceptions and...
Persistent link: https://www.econbiz.de/10014888343
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Achieving Strategy/Manager Fit
Betts, Chris A.; Calingo, Luis Ma. R. - In: Journal of Managerial Psychology 4 (1989) 5, pp. 17-24
Whether a change in the composition of top management reflects the magnitude of a company′s strategic change, and whether this fit between strategic change and top management change is related to organisational effectiveness are discussed. Data were yielded by a content analysis of 1981‐82...
Persistent link: https://www.econbiz.de/10014888621