be a longer-term view of an organisation’s success compared with that in a western company. But the system is potentially vulnerable to corruption and cronyism. It can also be difficult to implement basic control procedures. 2. The prestige of what can be broadly termed the western governance model has diminished in the aftermath of the financial crisis. This model has driven globalisation and has emphasised a combination of legislation and standards as well as transparency, with a focus on developing
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MANAGERIAL LEADERSHIP AND CULTURAL DIFFERENCES OF EASTERN EUROPEAN ECONOMIES Darryl J, Mitry and Thomas Bradley National University School of Business and Technology http://marketing.byu.edu/htmlpages/ccrs/proceedings99/mitrybradley.htm Key Factors: ~ Global Business, Colliding cultures & Changing Economies ~With the accession of the 21st Century, the developing globalization of business and other expanding pluralistic organizations we need to reconsider the topic of managerial
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conversations, what is the value of achieving the objectives. This sometimes appears in the “objectives” category. Metrics: How will the client evaluate success? What are the indicators that the objectives have been met? Simply stated: How would clients know it if they fell over it? Timing: Projects are finite. When do we begin, when do we end, and are there progress measures in between? Accountabilities: What is the client expected to provide (documents, access, administrative support) and what do
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Leadership in Foreign Subsidiaries Abstract Background In 1993 the Swedish stock exchange opened up for foreign buyers. Since then, more and more Swedish companies have become foreign owned, which in turn means that more and more employees are getting foreign employers. The ongoing globalization process is indicating this trend will continue. The question is if the foreign investor will prioritize development in Sweden or if the research and development departments will be moved out
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Pamphlet Series No. 53 Governance of the IMF Decision Making, Institutional Oversight, Transparency, and Accountability Leo Van Houtven INTERNATIONAL MONETARY FUND 2002 Pamphlet Series No. 53 Governance of the IMF Decision Making, Institutional Oversight, Transparency, and Accountability Leo Van Houtven INTERNATIONAL MONETARY FUND Washington, D.C. 2002 ISBN 1-58906-130-6 ISSN 0538-8759 August 2002 The views expressed in this pamphlet, including any legal aspects,
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gement Review 1979, Vol. 4, No. 2,215-224. Task Design Determinants of Effective Leader Behavior^ RiCKYW. GRIFFIN University of Missouri—Columbia The theoretical and empirical research literature on task design and path-goal theory of leadership is reviewed. It is suggested that task design and individual variables interact to form a construct called individual-task congruence. A model is then developed which depicts leader behavior as a moderating variable between individuai-task congruence
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these issues. Case-study data on how eight multinational firms in Singapore apply strategic approaches to human resource management are presented. Findings show that while some adaptation considering local context occurs, the diffusion of headquarters and centrally initiated, but competitively differentiated strategies across cultural boundaries, is significant. Effective human resource strategies were understood as ‘configurational’, integrated both vertically and horizontally. Keywords: convergent/divergent
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Communication in theory and practice: Analysis of cultural influence, strategy applicability, and stakeholder relevance in Australia and New Zealand Natascha Pancic A thesis presented in partial fulfilment of the requirements for the degree Master of International Communication Unitec New Zealand, 2010 ABSTRACT This research project explores crisis communication in theory and practice in Australia and New Zealand with specific focus on cultural influence, strategy applicability, and stakeholder
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Contemporary Trends and Issues ORGANIZATIONAL LEARNING Povilas Brilius Baifoteka Ltd, Lithuania, povilas@baifoteka.com Abstract: Organizational Learning (OL) is recognized to have established itself as a discipline. However, it remains unclear what it is primarily focused onto – practical problem solving or theoretical descriptive analysis. Due to largely fragmented literature, sometimes interweaving concepts and a variety of attitudes, practitioners find it difficult to easily apply this field
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more than 91 million in 2030; many are participating in adult degree programs (University Continuing Education Association, 2002). The National Center for Education Statistics reports that one-third of the nation’s postsecondary institutions offered some form of distance education courses during 1997–1998, and as many as 1,230 degrees and 340 certificates are offered through distance education (Lewis, Farris, Snow, and Levin, 1999). Being time- and place-independent, these degree programs and courses
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