Development of multiple IQ maps for use in the selection of inpatriate managers: a practical theory

Harvey, Michael; Novičević, Milorad M.; Kiessling, Timothy

doi:10.1016/s0147-1767(02)00031-7

Cited by 33 publications

(29 citation statements)

References 97 publications

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“…The bottom line is that that the same techniques traditionally used for the selection of expatriate managers should not be used in the selection process for inpatriate managers Harvey, Novicevic, & Kiessling, 2002). This paper does expand on the idea proposed by Harvey and colleagues in 2002; even though this paper does not strive to articulate the precise mechanics of revising the inpatriate selection process, instead it points out that a proper understanding and acknowledgement by global organizations of elements such as the inpatriate's: (1) assignment characteristics/dynamics (i.e.…”

Section: Recruitmentmentioning

confidence: 99%

Global talent management and inpatriate social capital building: a status inconsistency perspective

Moeller

Maley

Harvey

et al. 2015

The International Journal of Human Resource Management

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Distinct to expatriate managers at the subsidiary-level, inpatriate managers' influence at the headquarter (HQ)-level is controlled by the extent to which an inpatriate manager is able to 'win' status from HQ personnel. The primary goal of the paper is to conceptualize how organizational support, in the form of global talent management (GTM) practices, can alleviate inpatriates' difficulties in building social capital at HQ. Building social capital at HQ is vital for inpatriates to attain status in order to build the inter-unit social capital that enables them to pursue their boundary-spanning role across HQs and subsidiaries. Status inconsistency theory is put forward to recognize the personal, professional and structural incongruence of events and activities at HQ carried out with respect to inpatriates. We argue that inpatriate managers become empowered at HQ only when social capital is accumulated whereby social capital is driven by an acknowledgment of inpatriates as a legitimate staffing option. The relationship between GTM practices and social capital building needs to be managed properly by inpatriates themselves as well as by the organization. A future research agenda helping to build social capital of inpatriates through GTM infrastructure is discussed and propositions are offered throughout.

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Section: Recruitmentmentioning

confidence: 99%

Global talent management and inpatriate social capital building: a status inconsistency perspective

Moeller

Maley

Harvey

et al. 2015

The International Journal of Human Resource Management

Self Cite

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“…2002), has argued that traditional IQ tests are too narrow in their focus and that ‘other intelligences’ are required to succeed in the workplace. Harvey et al. (2002) recently proposed eight different kinds of intelligences important for managers which include socio‐cultural, political, innovative and EI.…”

Section: Traditional Intelligencementioning

confidence: 99%

Emotional intelligence, its measurement and implications for the workplace

Cartwright

Pappas

2007

Int J Management Reviews

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The concept of emotional intelligence (EI) has attracted a huge amount of interest from both academics and practitioners and has become linked to a whole range of outcomes, including career success, life satisfaction and health. Yet the concept itself and the way in which it is measured continue to fuel considerable debate. This paper takes a critical review of the methodologies and robustness of the validation and application studies that have used EI measures. In addition, the links between EI and other related theoretical perspectives such as emotional labour are considered.

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“…Riggio, Murphy, and Pirozzolo (2002) believe that the multiple intelligence idea is intuitively appealing because it is selfevident that people require various areas of competence, other than only academic intelligence, to succeed at business leadership. Furnham's (2005) study looks at multiple "business" intelligences, a term used by Harvey, Novicevic, and Kiessling (2002) who listed eight "managerial intelligences." They took as their starting point Sternberg's (1985) triarchic theory of intelligence but split the three intelligences further.…”

Section: Self-perceived Intelligencementioning

confidence: 99%

Demographic and Individual Correlates of Self-Rated Competency

Furnham

Miller

Batey³

et al. 2012

Imagination, Cognition and Personality

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This study was designed to explore sex, age, and personality differences in the way working people rated their own work competencies. A total of 723 working adults (mainly from Europe and the Middle East) completed a questionnaire which measured respondents self-assessed work competencies, self-rated intelligence, creativity, humor and ability to learn, core selfevaluations, and Big Five personality traits. Males rated themselves significantly higher than females on four competencies (Leading and Deciding; Analyzing and Interpreting, Creating and Conceptualizing; and Enterprising and Performing). Factor analysis revealed one overall factor. Regressing the total competency rating onto demography (age and sex), core selfevaluations, and the Big Five showed a clear interpretable pattern. Older, stable, open, conscientious, extraverts tended to rate themselves highest on overall competency. Extraverted males rated their creativity and sense of humor highest. Core self-evaluations added little incremental validity over the Big Five. Personal ratings of competence are a function of sex and personality which may systematically relate to actual competency behaviors.That is individual differences predict both self-ratings and actual behavior which are related. Using personal ratings of work behavior in appraisal procedures may be contaminated by humility and hubris effects associated with sex and personality. The first to explore self-ratings of the "Great Eight" competencies and to examine how individual differences influence selfperceptions of leadership competencies.

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Development of multiple IQ maps for use in the selection of inpatriate managers: a practical theory

Cited by 33 publications

References 97 publications

Global talent management and inpatriate social capital building: a status inconsistency perspective

Global talent management and inpatriate social capital building: a status inconsistency perspective

Emotional intelligence, its measurement and implications for the workplace

Demographic and Individual Correlates of Self-Rated Competency

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