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Huub Ruël, Tanya Bondarouk and Lena Dresselhaus
Current global business challenges and circumstances are responsible for the need for global talent management (GTM) within multinational corporations (MNCs). Social media and…
Abstract
Purpose
Current global business challenges and circumstances are responsible for the need for global talent management (GTM) within multinational corporations (MNCs). Social media and networks are becoming key channels for global communication and collaboration. For GTM in MNCs, an effective usage of social media can potentially result in a competitive edge and create value. The purpose of this study is to answer the question of how.
Design/methodology/approach
By means of the Delphi method, three groups of experts were interviewed with questionnaires in two rounds: HR managers, HR researchers, and students following a Master of Science program in Business Administration.
Findings
The findings show that all groups assessed the necessity of GTM in MNCs. The HR managers and HR researchers agreed on the areas of focus and instruments that are essential for a successful GTM system. But concerning the application of social networks, the groups have different views. The graduate students are especially open-minded about social networks, and therefore they advocate the use of this tool. The HR managers, however, are skeptical toward this new media and even now have not integrated social networks into GTM to a great extent.
Originality/value
This study presents a GTM model for MNCs based on the combined findings from the literature review and the Delphi study. To our knowledge, this is a new approach. The model helps researchers and practitioners to align GTM in MNCs with the support of social media.
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Marjan Maali Tafti, Mahdi Mahmoudsalehi and Mojtaba Amiri
The purpose of this paper is to identify the obstacles and challenges of talent management as well as its success factors in Iranian automotive industries.
Abstract
Purpose
The purpose of this paper is to identify the obstacles and challenges of talent management as well as its success factors in Iranian automotive industries.
Design/methodology/approach
This research is a kind of discoverer research done by qualitative approach. The methodology to data collection was interview and research sample was 15 manager in automotive industries. Data analysis was carried out by the coding method, and concepts, minor and major contexts were extracted and lastly the conceptual framework was formed.
Findings
Based on the findings of the research, framework of obstacles and challenges in talent management was classified into four categories that are structural challenges and barriers, environmental challenges and barriers, behavioral challenges and barriers and lastly managerial challenges and barriers. In addition, the framework of talent management success factors were categorized into three main sections that are structural success factors, environmental success factors and finally managerial success factors.
Originality/value
Problem finding of talent management in automotive industry and identifying obstacles, challenges and success factors in talent management with qualitative approach through interviews with experts from the Iranian industries is the research value.
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Caleb Lugar, Jeremy D. Meuser, Milorad M. Novicevic, Paul D. Johnson, Anthony P. Ammeter and Chad P. Diaz
In this chapter, the authors examined expatriates that self-initiate their international work for personal reasons and the factors that affect their departure from an…
Abstract
In this chapter, the authors examined expatriates that self-initiate their international work for personal reasons and the factors that affect their departure from an organization. The authors conducted a systematic review of self-initiated expatriation (SIE) and its definitions in order to propose an integrated definition of SIE and model its nomological network. In addition, the authors construct a roadmap for future research directions in the SIE domain. Finally, using a qualitative research design, the authors studied the organizational practices designed to reduce SIE turnover in an exemplary multinational organization. Overall, our contributions are enhanced clarity of the SIE construct and the theorized practice of SIE retention.
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M. Ronald Buckley, John E. Baur, Jay H. Hardy, III, James F. Johnson, Genevieve Johnson, Alexandra E. MacDougall, Christopher G. Banford, Zhanna Bagdasarov, David R. Peterson and Juandre Peacock
– The purpose of this paper was to identify examples of management lore currently in the organizational sciences.
Abstract
Purpose
The purpose of this paper was to identify examples of management lore currently in the organizational sciences.
Design/methodology/approach
The authors deliberated and developed a series of examples of management lore in the organizational sciences and surveyed management practitioners concerning their beliefs in the lore hypothesized.
Findings
Pervasive beliefs that conflict with academic research exist in management practices. Although many of these ideas are commonly accepted as immutable facts, they may be based upon faulty logic, insufficient understanding of academic research, anecdotal evidence and an overdependence upon common sense. Buckley and Eder (1988) called these as examples of management lore. In this conceptual paper, we identify and discuss 12 examples of management lore that persist in day-to-day management practices. Topics we explore include personality, emotional intelligence, teams, compensation, goals, performance, work ethic, creativity and organizational citizenship behaviors.
Originality/value
A number of areas in which academic research gainsays what we believe to be an immutable fact.
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This chapter presents the key results of a research project that explored managing service productivity in Sub-Saharan Africa through the lens of lived experiences of bank…
Abstract
This chapter presents the key results of a research project that explored managing service productivity in Sub-Saharan Africa through the lens of lived experiences of bank executives employed as ‘knowledge workers’ in the Nigerian banking sector. The study adopted a qualitative phenomenological research design. Data was gathered from 16 Nigerian top bank executives purposively selected using semi-structured face-to-face interviews. Trans Positional Cognition Approach (TPCA), a new phenomenological research method, was used to analyse the data gathered. The study data analysis yielded five themes; micromanagement practices, use of dysfunctional strategies to drive service operations, deposit mobilisation target as a productivity measure, managerial indifference to potential nescience economy issues and master-servant (power culture) strategy, which epitomises fundamental managerial approaches adopted in the sector. The study identified critical service productivity management issues grounded in reality that influence the capability and potentiality of the study knowledge workers. It also contributes the novel, ‘official knowledge worker lived experience of service productivity model’ for use by decision-makers in the banking sector. Thus, it sets an agenda for these ‘knowledge workers’ line managers’ and bank regulators in the research setting. The study extended the viable system model by applying it in this phenomenological enquiry and using it to explain/deepen our understanding of the findings that emerged. The output of this work contributes to scholarly knowledge on service productivity management from the sub-Saharan African banks’ perspective. It can be generalisable in countries with similar financial and economic characteristics like the research setting.
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Aurélie Girard, Bernard Fallery and Florence Rodhain
The development of social media provides new opportunities for recruitment and raises various questions. This chapter aims to clarify areas of agreement and disagreement regarding…
Abstract
Purpose
The development of social media provides new opportunities for recruitment and raises various questions. This chapter aims to clarify areas of agreement and disagreement regarding the integration of social media in recruitment strategies.
Methodology/approach
A Delphi study was conducted among a panel of 34 French experts composed of 26 practitioners and 8 academics.
Findings
Three quantitative results and five qualitative results are presented. Social media appear as an opportunity to raise the strategic role of HR professionals through employer branding strategy, internal skills development, and a greater involvement of managers within the sourcing process.
Practical implications
This study points out several barriers and limits regarding the integration of social media in recruitment strategies and encourage HR professionals to take up the challenge. Multiple recommendations are addressed to HR professionals.
Originality/value of chapter
This chapter is based on an innovative application of the Delphi method. Moreover, it offers a more comprehensive and critical look on the integration of social media in recruitment strategies.
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Louise Mort Feldmann, Allison V. Level and Shu Liu
The aim of this paper is to describe a process undertaken by Colorado State University Libraries' (CSUL) faculty to address concerns regarding their leadership training and…
Abstract
Purpose
The aim of this paper is to describe a process undertaken by Colorado State University Libraries' (CSUL) faculty to address concerns regarding their leadership training and development opportunities within the Libraries.
Design/methodology/approach
A Task Force (TF) under the direction of the Libraries Faculty Council (LFC) collected and examined feedback from the faculty librarians, reviewed professional literature, and made recommendations to the Libraries' administration and the Council.
Findings
Recommendations by the TF include: possible training initiatives, leadership role development, and improvement of organizational communication. The work of the TF heightened awareness of the issue within the Libraries. An LFC standing committee is now exploring and offering leadership training opportunities on an ongoing basis. An organizational climate survey has been completed and its results shared among the library faculty to address the issue of communication. In addition, the Libraries' administration has launched a number of strategic initiatives that were open to faculty and staff for leadership and participation. A number of faculty librarians are now leading these initiatives based on their professional strengths and interests.
Originality/value
This article has value to academic librarians and library administrators as they consider improving leadership training and development opportunities in their libraries. As middle management positions in academic libraries diminish, consideration must be given to how academic librarians gain experience or are trained in order to be well‐prepared for future leadership positions. Additionally, library administration should be instrumental in providing such opportunities to their librarians to ensure professional growth.
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Amitabh Anand and Isabelle Walsh
The purpose of this study is to attempt to answer the following questions: Are people generous at work places? How often do we see people willing to share, when someone seeks…
Abstract
Purpose
The purpose of this study is to attempt to answer the following questions: Are people generous at work places? How often do we see people willing to share, when someone seeks knowledge from them without any expectation? What’s the point in having knowledge when somebody doesn’t share it? Then again, why do firms, reward employees to share their knowledge? ¬ ¬? Does sharing knowledge between people need a commercial acceptance or rewarding inspiration? In firms, people, who do not have relevant work-related knowledge, seek it from others. Thus, this implies that people can either share their knowledge or hoard knowledge or share partial knowledge. This research shows that sharing knowledge has existed for centuries and has been practised through generosity, with proof that the more you share the more you obtain in return. The authors analyse the role of generosity in sharing knowledge by tracing insights from literature, religion, science and modern day management scholarly views, and they show how it can lead firms to succeed. In this paper, the authors will propose a direction for future researchers on how developing generosity helps towards sharing knowledge. They also propose a model of generosity based on literature and its interpretation.
Design/methodology/approach
This paper is based on extensive reviews of literature, articles and opinions from scholars. The authors use a keyword protocol to investigate articles from Google scholar and other sources on generosity and knowledge sharing.
Findings
This paper finds significant relationships and validated shreds of evidence on how generosity towards knowledge sharing has helped humanity in the past and how generosity can help firms to succeed.
Originality/value
This paper is the first of its kind in trying to explore how developing generosity among people can play a role in facilitating knowledge sharing for firms to succeed. This further suggests a new direction of research for scholars engaged in exploring the role of generosity with a proposed model.
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IpKin Anthony Wong and Jennifer Hong Gao
The purpose of this study is to investigate the effect of perceived corporate social responsibility (CSR) on employees’ affective commitment through the mediating role of…
Abstract
Purpose
The purpose of this study is to investigate the effect of perceived corporate social responsibility (CSR) on employees’ affective commitment through the mediating role of perceived corporate culture.
Design/methodology/approach
Data were collected by means of self-administered survey. A total of 379 complete responses were obtained from tourism and hospitality organizations in China. The proposed relationships were tested using structural equation modeling in four nested models.
Findings
Results show that CSR to employees and CSR to customers are fully mediated by employee development, harmony and customer orientation of the corporate culture, while CSR to stakeholders is partially mediated.
Practical implications
The findings also suggest that the literature should reconsider how CSR initiatives could pinpoint a specific dimension in developing loyal employees. This study also shows that employees are social actors who seek a corporate culture that best suits their self-interest; hence, they are more committed to an organization particularly in respect to employee development and social harmony.
Originality/value
This study adds to the literature by showing that not all CSR efforts would directly lead to employee commitment. It shows that the CSR-to-employee and CSR-to-customer dimensions play the most salient roles in nurturing a corporate culture that is perceived to focus on employee development, harmony, customers and innovation.