Three Coca-Cola perspectives on international management styles

Veale, D.; Oliver, Lynn; Langen, Kees van

doi:10.5465/ame.1995.9509210295

Cited by 3 publications

(3 citation statements)

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“…Executive shows that Coca-Cola is concerned not only about the dissemination of beverages worldwide, but about the transportability of functionalist human resource management, too (Veale et al, 1995).…”

Section: Western Leadership Theorymentioning

confidence: 99%

Exploring the limits of Western leadership theory in East Asia and Africa

1997

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Contends that the vacuum left by the collapse of colonial empires has been filled by new forms of cultural and ideological imperialism conceived largely in the West. Signs of the new imperialism are to be found in many fields including human resource management. Explores this theme, focusing particularly on ideas about leadership. Examines leadership patterns in East Asia and Africa. Suggests that no single model of leadership can accommodate significant variations in societal culture and their influence on organizational behaviour.

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Section: Western Leadership Theorymentioning

confidence: 99%

Exploring the limits of Western leadership theory in East Asia and Africa

1997

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“…The ability to adapt quickly to change, such as technology innovations or shifts in consumer demands, is one of the few competitive advantages an organization can sustain (Rosenblum & Keller, 1994; Veale, Oliver, & van Langen, 1995). Continuous employee development is critical to maintaining this advantage (Tannenbaum, 1997).…”

mentioning

confidence: 99%

To transfer or not to transfer? Investigating the combined effects of trainee characteristics, team leader support, and team climate.

Smith-Jentsch¹,

Salas²,

Brannick³

2001

Journal of Applied Psychology

143

113

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Eighty pilots participated in a study of variables influencing the transfer process. Posttraining performance was assessed in a flight simulation under 1 of 2 conditions. Those in the maximum performance condition were made aware of the skill to be assessed and the fact that their teammates were confederates, whereas those in the typical performance condition were not. The results indicated that (a) simulator ratings correlated with a measure of transfer to the cockpit for those in the typical condition only; (b) team leader support, manipulated in a pretask brief, moderated the disparity between maximum and typical performance; (c) team climate mediated the impact of support on performance in the typical condition; (d) those with a stronger predisposition toward the trained skill viewed their climate as more supportive; and (e) perceptions of team climate were better predictors of performance for those with a more external locus of control.

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“…Organizational learning is one of the few sustainable competitive advantages (Veale et al, 1995). Organizations "learn" when the individuals employed within the organization are continuously learning.…”

Section: Organization Climatementioning

confidence: 99%

The Impact of National Culture on the Continuous Learning Environment

Flynn

Eddy

Tannenbaum

2006

Journal of East-West Business

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Companies spend billions of dollars on formalized training, and other less formal methods of learning are perhaps even more pervasive. For these expenditures to be fruitful, organizations must ensure that their employees continually learn from an appropriate mix of sources-training and otherwise-and that the work environment encourages the acquisition and application of new skills and ideas. This exploratory research examined the continuous learning environment in four countries: United States, Japan, Korea, and China. The goals of this research were to (1) examine whether a continuous learning environment survey developed in the United States would translate well into other languages, and (2) gather initial data on the patterns of factors that influence continuous learning in these countries. Results suggest that the Dave Flynn is Professor of Management, Entrepreneurship, and General Business

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Three Coca-Cola perspectives on international management styles

Cited by 3 publications

References 0 publications

Exploring the limits of Western leadership theory in East Asia and Africa

Exploring the limits of Western leadership theory in East Asia and Africa

To transfer or not to transfer? Investigating the combined effects of trainee characteristics, team leader support, and team climate.

The Impact of National Culture on the Continuous Learning Environment

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