The relative stability of national career patterns in European top management careers in the age of globalisation: A comparative study in France/Germany/Great Britain and Switzerland

Davoine, Éric; Ravasi, Claudio

doi:10.1016/j.emj.2012.06.001

Cited by 78 publications

(63 citation statements)

References 15 publications

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“…This suggests that there are strong countervailing forces in MNEs that resist structural and cultural changes in response to changes in strategic posture. These findings may also help to explain why several previous studies have observed that TMT diversity emerges gradually and unevenly (Davoine & Ravasi, 2013;Ruigrok & Greve, 2008;Staples, 2007), despite widespread recognition that MNEs can benefit from greater managerial diversity.…”

Section: Resultsmentioning

confidence: 73%

“…Some recent studies suggest that there has been a substantial overall increase in appointments of foreign nationals to top executive positions over the last two decades (Davoine & Ravasi, 2013;Ruigrok & Greve, 2008;Staples, 2008;Van Veen & Marsman, 2008). Countries such as Switzerland and the Netherlands, which have a relatively high density of large and geographically diversified MNEs, have been leading the way (Ruigrok & Greve, 2008;Van Veen & Marsman, 2008).…”

Section: Introductionmentioning

confidence: 97%

“…At the same time, the antecedents of foreign TMT appointments remain a blind spot that limits our understanding of these findings. Key reasons why the international market for executives has gone largely unnoticed may be that (1) the international market for executives has emerged gradually and unevenly (Davoine & Ravasi, 2013;Gillies & Dickinson, 1999;Staples, 2007), and (2) we have previously lacked knowledge about the importance of TMT nationality diversity in the internationalization process of MNEs (Nielsen & Nielsen, 2011;Schmid & Dauth, 2014).…”

Section: Introductionmentioning

confidence: 98%

See 2 more Smart Citations

Foreign executive appointments: A multilevel examination

Greve

Biemann

Ruigrok

2015

Journal of World Business

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Section: Resultsmentioning

confidence: 73%

Section: Introductionmentioning

confidence: 97%

Section: Introductionmentioning

confidence: 98%

See 1 more Smart Citation

Foreign executive appointments: A multilevel examination

Greve

Biemann

Ruigrok

2015

Journal of World Business

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“…Members of the elite may be educated and work in Paris, but they are drawn there from all parts of France. Moreover, as French business has internationalized, significant minorities are gradually but increasingly being appointed to French boards from Belgium, Germany, Italy, Switzerland, Spain, the UK and the USA (Davoine and Ravasi, 2013;Harvey and Maclean, 2010;Wagner, 2011). Likewise, while science, engineering and mathematics (36 per cent in 1998) and law, business, economics and management (53 per cent in 1998) are the two main higher education platforms for business elite careers, there is considerable subject variation within those broad categories.…”

Section: Corporate Connectorsmentioning

confidence: 99%

“…Elite connectivity and concerted action globalization and the development of international business (Davoine and Ravasi, 2013;Wagner, 2011).…”

mentioning

confidence: 99%

Elite connectivity and concerted action in French organization

Maclean

Harvey

2014

International Journal of Organizational Analysis

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Purpose -The purpose of this study is to explore some of the distinctive features of organizing and organization in France which set it apart from organization in other nations, and which are fundamental to its modus operandi. In particular, this article is concerned with elite connectivity and concerted action by elite "connectors". Design/methodology/approach -The research underpinning this article stems from a cross-national comparative project on business elites and corporate governance in France and the UK. This has three dimensions, being quantitative, qualitative and case study-based. Concerted action by the ruling elite is explored through two illustrative vignettes: the ousting from office of Jean-Marie Messier and State-sponsored expansion as pursued by EDF. Both examples shed light on the French business elite's response to globalization and the development of international business. Findings -The paper finds elite cohesion to be achieved quite differently in the two countries. In addition, it finds that the ties that bind French connectors tend to be strong and institutionally based. Practical implications -The case of EDF suggests that the most ambitious of State-sponsored strategies can also be the most successful. It implies that elite ideologies in France have deviated relatively little from sentiments expressed by Rousseau and de Gaulle concerning the primacy of the national interest and the conviction that firms can serve as an (expansionist) instrument of the nation. The Messier case illuminates the pattern of close relationships among the French business elite. It demonstrates how a strategy of expansion may come unstuck when it is not grounded in the customary modes of business regulation. Originality/value -This research confirms a slight preference on the part of the French business elite for more homogenous ties. Against this, the paper demonstrates that a significant proportion of the French elite act as boundary spanners, brokering relationships with others from more distant parts of the wider network. The integration of the French elite in the Eurozone has potentially favored bridge-building relationships and weakened national embeddedness. This may contribute to the decline of indigenous interlocks, while promoting the further internationalization of top management teams. The implications of this for organizational strategy, firm survival and economic performance form an agenda for future research.

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The phenomenon of young talent management in Russia—A context‐embedded analysis

Muratbekova‐Touron

Kabalina

Festing

2017

Human Resource Management

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This article describes the particularities of young talent management (TM) in Russia and explains them through a context‐specific analysis. It adopts a multilevel perspective that acknowledges the relevance of context at three levels: the macro environment, the organizational, and the individual. Data were gathered through 46 interviews with HR managers and young talents from six Russian companies and six Russian subsidiaries of foreign multinational companies (MNCs) active in a variety of industries. Following the contextualization approach, this study offers important insights into the interplay between macro, organizational, and individual factors as well as their isolated or interrelated effects on TM. While multilevel contextualization provides the rationale behind certain TM practices and the particular focus on young talents in Russia, it also explains why Russian companies are inspired by global best TM practices. Thus, contextualization allows for explaining the coexistence of a specific environment and nonspecific (global best) TM practices. Important particularities are revealed also when compared to the results of TM studies in other emerging countries. The article contributes not only to the TM discussion, but also to the wider field of international human resource management and the international management literature regarding contextualization.

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The relative stability of national career patterns in European top management careers in the age of globalisation: A comparative study in France/Germany/Great Britain and Switzerland

Cited by 78 publications

References 15 publications

Foreign executive appointments: A multilevel examination

Foreign executive appointments: A multilevel examination

Elite connectivity and concerted action in French organization

The phenomenon of young talent management in Russia—A context‐embedded analysis

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