In this article a new Norwegian approach to assisting small companies to develop international operations is examined. The aim of the scheme is, gradually, to mould groups of…
Abstract
In this article a new Norwegian approach to assisting small companies to develop international operations is examined. The aim of the scheme is, gradually, to mould groups of small companies with related products into separate entities which serve as vehicles for international market entry. An outside consultant is responsible for guiding and supporting each group's activities. In addition, the market entry process is buttressed by a range of sponsor organisations. While the scheme has had mixed success so far, it is indicative of the scope for innovation in assisting many small firms with unexploited potential for international operations.
One of the most dynamic areas in management is management education. The most interesting aspect of this is that no particular school of thought has won the battle on what is the…
Abstract
One of the most dynamic areas in management is management education. The most interesting aspect of this is that no particular school of thought has won the battle on what is the best education strategy. This article attempts to look at management education from the viewpoint of the practising manager. He brings with him not only his past learning habits which often require a difficult ‘return to the books’, but also his work situation which in many respects is unique. Disappointment can be caused by a poor exam result, irrelevant book material, the teacher not being acquainted with real life, or the night course taking too much time from a growing family.
Decisions ranging from those affecting the world to trivial day‐to‐day experiences involve choices among alternative images for the future. Usually images of the future are formed…
Abstract
Decisions ranging from those affecting the world to trivial day‐to‐day experiences involve choices among alternative images for the future. Usually images of the future are formed by perceived patterns of past behaviour. In essence, we attempt to perceive patterns in the records of the past, and improvement in these records will improve our view of the future. This type of thinking has been referred to as the “deductive spiral”, where records form the basis for all theory. We build theory or learning by gaining insights and improving on the data or records of the past.
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…
Abstract
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
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Looks at the distinctive Australian background and the features of the national communication culture that may impact on business life as well as those of the traditional…
Abstract
Looks at the distinctive Australian background and the features of the national communication culture that may impact on business life as well as those of the traditional executive culture. Brings out the specifics of the Australian management style from a foreign viewpoint, looking at what differences exist compared to New Zealand, the United States and Asian countries. Concludes that Australians need to develop understanding of the global market whilst retaining their easy regard in which they are held.
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Sandy Jeanquart‐Barone and Joy V. Peluchette
Examines the impact of cultural differences on recruitment and selection practices in the USA and Germany, using a sample of 45 German and 25 US firms. Finds that German firms…
Abstract
Examines the impact of cultural differences on recruitment and selection practices in the USA and Germany, using a sample of 45 German and 25 US firms. Finds that German firms reported a significantly higher utilization of low‐risk recruitment methods for both blue‐ and white‐collar employees, a significantly higher use of structured and work‐related selection methods for white‐collar employees, and a greater percentage of corporate budget devoted to training. Highlights implications of these findings.