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Article
Publication date: 1 August 1993

Salem M. Altuhaih

Early retirement in the Arabian Gulf States and in Kuwait inparticular became a public issue before and after the Gulf War. Reportsa recent study of Kuwaiti nationals who retired…

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Abstract

Early retirement in the Arabian Gulf States and in Kuwait in particular became a public issue before and after the Gulf War. Reports a recent study of Kuwaiti nationals who retired from the Government sector from 1979 to 1989: more than 84 per cent of the sample were 50 years of age and younger; more than 70 per cent of the women and 52 per cent of the men were college graduates; more than 74 per cent of the women and 32 per cent of the males spent less than 25 years in service; and more than 51 per cent of men and 42 per cent of women worked after their retirement. The sample considered early retirement benefits and management‐organizational factors to be the major influences on their early retirement decision and proposed improving the management‐organization factors through training, managerial development, career development, and counselling as means for reducing the outflow of Kuwaiti manpower from the Government sector, and offsetting the early retirement trend.

Details

International Journal of Manpower, vol. 14 no. 8
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 14 June 2021

Kathleen Park and Frederick Wallace

The purpose of this paper is to explore the influence and advantages of leadership multiculturalism on global strategy development through cross-border mergers and acquisitions…

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Abstract

Purpose

The purpose of this paper is to explore the influence and advantages of leadership multiculturalism on global strategy development through cross-border mergers and acquisitions (CBA) and corporate social responsibility (CSR) from emerging market multinational companies (EMNCs) expanding into emerged markets. The key contribution of asymmetric multiculturalism is a novel finding based on inductive research. We fill a gap by further linking business leader characteristics and corporate strategic actions and examining how multicultural business leaders from emerging markets can be highly effective at CBA and CSR.

Design/methodology/approach

The paper draws on in-depth interviews, observations and documentary evidence analyzed with iterative coding, construct definition and thematic development to understand how leadership multiculturalism affects CBA and CSR in an EMNC over time.

Findings

The new construct of leadership asymmetric multiculturalism describes strategic advantages accruing to leaders from developing markets who are culturally fluent in both emerging and emerged market milieus. The construct contributes to emergent research on the rise of multicultural leaders and their strategic advantages and delineates a pathway toward identifying advantages of emerging over emerged market business leaders.

Research limitations/implications

The research addresses specific CBA and CSR strategies within one emerging market region and EMNC. Future research should further articulate and validate the key construct of asymmetric multiculturalism, further examine its sources, draw more explicit comparisons with data from emerged market leaders, and explore the applicability of these findings to strategic actions and advantages in both emerging and emerged markets.

Practical implications

Emerging market corporate leaders should identify and develop pertinent aspects of their own asymmetric multiculturalism in enacting CBA and CSR strategy with respect to EMNCs and firms from developed markets. Emerged market leaders should become more aware of and cultivate their own multiculturalism.

Social implications

Asymmetric multiculturalism can be accompanied by heightened awareness of global citizenship — including codes of ethics, environmental challenges, community outreach and fair labor practices — which, in tandem with CBA, can strengthen emerging market firms’ performance and reinforce their global stature and reputation.

Originality/value

Asymmetric multiculturalism is a new explanatory construct in the sociological, economic and management disciplines. Emerging markets corporate leaders utilize their multicultural competence to accelerate global CBA and CSR activity and advance strategic opportunities for their firms. The identification of advantages deriving from emerging market leadership capabilities is an unusual finding given the more typical emphasis on the privileges of emerged market leaders and firms.

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