Global managers: qualities for effective competition

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

A theory-based framework for strategic global human resource staffing policies and practices

“…SGHRS research has tended towards an acceptance of expatriation as the dominant corporate international human resource strategy utilized by United States-based MNCs (Scullion, 1991;Ali and Camp, 1996). Given the increasing importance of markets in Harvey et al: SGHR staf ng policies and practices 901 developing countries, expatriation failure/refusal rates and the strategic need for multicultural management teams, the need to identify a complementary set of SGHRS inpatriate-centred policies and practices is essential.…”

Management development in Ireland: the new organizational wealth?

“…Several authors have noted that in the European context, countries are investing more in lifelong learning, and are doing so in the milieu of an ageing labor force, rapid technological change, increased challenges to competitiveness as a result of the globalization of firms, and a recognition that structural unemployment and poverty can only be addressed effectively through an holistic approach to education, training and personal development (Thompson et al , 2001; Mayo, 2000; Heraty et al , 2000; Luoma, 2000a; Garavan et al , 1998; Heraty and Morley, 1998; O'Donnell and Garavan, 1997; Booth and Snower, 1996). Guerrero (1996) notes that the transformation of European economies from manufacturing to service‐based and rapid advances in new technology have emphasized the importance of the human input to organizational success (see also Andersen et al , 2000), while Ali and Camp (1996, p. 5) note that this globalization of business has imposed a challenge not only for managers of transnational corporations, “but also for managers of firms operating in any national market”:The concomitant disappearance of trade barriers and the accelerated transfer of knowledge and capital across borders has reduced the role of the nation‐state. As a consequence, the distinction between domestic and international corporations has virtually been eliminated (Ali and Camp, 1996, p. 5).…”

“…Guerrero (1996) notes that the transformation of European economies from manufacturing to service‐based and rapid advances in new technology have emphasized the importance of the human input to organizational success (see also Andersen et al , 2000), while Ali and Camp (1996, p. 5) note that this globalization of business has imposed a challenge not only for managers of transnational corporations, “but also for managers of firms operating in any national market”:The concomitant disappearance of trade barriers and the accelerated transfer of knowledge and capital across borders has reduced the role of the nation‐state. As a consequence, the distinction between domestic and international corporations has virtually been eliminated (Ali and Camp, 1996, p. 5).…”

“…The concomitant disappearance of trade barriers and the accelerated transfer of knowledge and capital across borders has reduced the role of the nation‐state. As a consequence, the distinction between domestic and international corporations has virtually been eliminated (Ali and Camp, 1996, p. 5).…”

Global Management Skills and Attributes for International Business

“…They are expected to fulfill critical roles such as integrator, coordinator, innovator, coach, and strategist (Abbas & Robert, 1996;Aycan, 2001;CleverWorkarounds, 2008). To implement these roles effectively, it is critical for the global managers to possess a global perspective consisting of a global mindset which is supported by certain knowledge and skills (Kedia & Mukherji, 1999) (Cleverworkarounds, 2008).…”