Similar Search Results

In: Human Resource Management International Digest 12 (2004) 3, pp. 8-10

The transfer of human resource (HR) management practices across national boundaries has become a key strategy for multinational companies to achieve competitive advantage in global markets. However, national differences are major factors complicating the process. The introduction of shared...

Persistent link: https://www.econbiz.de/10014751975

Traps ahead – so don't rush in

In: Human Resource Management International Digest 13 (2005) 3, pp. 33-35

Purpose – To encourage organizations to plan well for outsourcing initiatives, and be aware of many obstacles along the way – not least in failing to effectively communicate with employees what the plans are. Design/methodology/approach – From backgrounds including knowledge management,...

Persistent link: https://www.econbiz.de/10014752052

Has Esprit missed the Hilton moment?

In: Human Resource Management International Digest 15 (2007) 6, pp. 24-26

Purpose – Explores strategic and first‐line managers' perspectives on their role in human‐resource management and human …‐administered questionnaires to strategic and first‐line managers. Findings – Reveals that a higher proportion of strategic managers than first …‐line managers reported involvement in HR activities, despite the operational and teamwork emphasis of first‐line managers' jobs in …

Persistent link: https://www.econbiz.de/10014752262

Outsourcing connects BT with better and cheaper HRM

In: Human Resource Management International Digest 16 (2008) 1, pp. 10-12

Purpose – This paper aims to trace the history of the BT‐Accenture e‐peopleserve joint venture, which provides HR services not only for BT but also for other clients. Design/methodology/approach – Examines the changes to HR at BT post‐privatization, the factors that gave rise to the...

Persistent link: https://www.econbiz.de/10014752286

HR should be buried and then given a seat on the board

Bridle, Paul - In: Human Resource Management International Digest 18 (2010) 1, pp. 5-7

success. Design/methodology/approach – Warns managers against abdicating responsibility for leading their people, and HR … specialists against empire building. Highlights how HR should support managers and people to sustain the right business culture …

Persistent link: https://www.econbiz.de/10014752453

The dual responsibility of the HR specialist

Khan, Anas; Khan, Riad - In: Human Resource Management International Digest 19 (2011) 6, pp. 37-38

practices are often ignored, as HR issues seem either insignificant or in conflict with other agendas. In some cases, managers … managers representing workers and management and mentions factors that affect this important responsibility. Social …

Persistent link: https://www.econbiz.de/10014752613

Eight Steps to Building Innovating Organizations

In: Human Resource Management International Digest 16 (2008) 4

Persistent link: https://www.econbiz.de/10014753026

Modern warfare: no foresight without foreboding

Richardson, Jacques - In: Foresight 6 (2004) 1, pp. 6-9

Military planning has various authors. The kings and emperors of old decided on whom to make war, where and when, with what, and for how long. The British Empire was built on economic push and domination abroad via a strong fleet. When Prussia united Germany in the nineteenth century, the...

Persistent link: https://www.econbiz.de/10014742847

American diplomacy revisited: is “military tourism” essential?

Richardson, Jacques - In: Foresight 6 (2004) 2, pp. 110-115

The US foreign service was a civilian process until the end of the Second World War. Since then, the armed forces have encroached on the State Department's diplomatic mission. The Goldwater‐Nichols Act of 1986 authorized worldwide “Commands” in the Department of Defense. This left to the...

Persistent link: https://www.econbiz.de/10014742860

How scenarios support strategic early warning processes

Fink, Alexander; Siebe, Andreas; Kuhle, Jens‐Peter - In: Foresight 6 (2004) 3, pp. 173-185

To survive and grow in an era of uncertainty, companies should strive not only for a single visionary view, which most likely corresponds with their expectations, but instead they should try to acquire multiple views that describe the whole ”window of opportunities”. The development of...

Persistent link: https://www.econbiz.de/10014742867