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Article

Hooi Lai Wan

The purpose of this paper is to explore the factors needed for the development of global human resources for leadership assignments in foreign subsidiaries. The paper aims…

Abstract

Purpose

The purpose of this paper is to explore the factors needed for the development of global human resources for leadership assignments in foreign subsidiaries. The paper aims to find an answer to enhance expatriate mission accomplishment rate at subsidiaries abroad.

Design/methodology/approach

This study examines the development of global human resources. In-depth face-to-face interviews were employed to collect data from eight senior HR managers in three financial institutions in Taiwan, while data from 28 expatriates in the overseas subsidiaries were obtained from asynchronous e-mail interviews. Conventional content analysis was used to code categories directly from the data.

Findings

The results of the study revealed that organizational policies do not focus on developing global human resources. To portray a global image, the focus is on staffing overseas subsidiaries with foreigners and Taiwanese that can speak English. Development to prepare staff for expatriation is limited to pre-departure training that focused mainly on language and cultural awareness training. However, organizational support during expatriation and repatriation is important. Expatriates view security briefing crucial and familiarization visit helps them to decide whether or not to accept expatriation. Organizational policies favor those that were not expatriated in terms of career progression deter managers from accepting international assignments.

Originality/value

It highlights some best practices in developing global human resources taking into consideration the herd mentality and social perspective. Social support, social learning and social capital are instrumental in developing global human resources as these hasten cultural adjustment.

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. 7 no. 1
Type: Research Article
ISSN: 2049-8799

Keywords

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Abstract

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78754-297-6

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Article

Torrence E Sparkman

The purpose of this paper is to understand the factors and conditions that influence national human resource development (NHRD) in Brazil. In this paper, the transitioning…

Abstract

Purpose

The purpose of this paper is to understand the factors and conditions that influence national human resource development (NHRD) in Brazil. In this paper, the transitioning nature of the political, economic, social and educational conditions; the current challenges and trends that may impact NHRD; and the current status of NHRD research in Brazil are examined.

Design/methodology/approach

A search of the research literature focused on the political, economic, cultural, social and educational environment and the research associated with NHRD in Brazil was conducted. After searching several databases, including Academic Search Complete, Google Scholar, ERIC and EBSCO, several articles were selected and analyzed based on the depth of description of the conditions and research.

Findings

Among the factors discovered, race, gender and educational equality are still concerns. The complex nature of the relationship between the Brazilian Government, its people and organizations, as well as the efforts of Brazil’s multinational and indigenous organizations to address their national development needs, are also presented.

Originality/value

Brazil is currently and projected to be a long-term player in the global economy; however, it struggles to cope with conditions incongruent to the country’s long-term success. This paper frames the conditions and suggests ways of moving forward through human resource development practice, policy and research in Brazil.

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Article

Marilyn Fenwick and Helen De Cieri

A qualitative study of a research and development network of major global mining companies is reported in this paper. In this international inter‐organizational network…

Abstract

A qualitative study of a research and development network of major global mining companies is reported in this paper. In this international inter‐organizational network, emergent global human resource development and, particularly, career development challenges for participating individuals and organizations are analyzed. These challenges arise from two important dimensions of present and future network effectiveness, the boundary activities of network centrality, and building and maintaining optimal trust. Implications for future research and practice are identified.

Details

Journal of Management Development, vol. 23 no. 9
Type: Research Article
ISSN: 0262-1711

Keywords

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Article

Adeel Ahmed, Mohd Anuar Arshad, Arshad Mahmood and Sohail Akhtar

The purpose of this paper is to obtain greater insights into the implications for human resource development (HRD) in times of economic development, with a focus on…

Abstract

Purpose

The purpose of this paper is to obtain greater insights into the implications for human resource development (HRD) in times of economic development, with a focus on China–Pakistan economic corridor (CPEC). In recent times of economic development, a number of economic corridors have emerged globally as tools of regional cooperation and development. In the context of Pakistan, there is a lack of appropriate attention to the field of HRD, which has suffered neglect through the decades (Abbasi and Burdey, 2008; Asrar-ul-Haq, 2015). With this conception, the present economic interventions merit a well-constructed and proper HRD policy for Pakistan. This study will provide HRD insights for policymakers, researchers, entrepreneurs and business executives.

Design/methodology/approach

The research approach of this study is purely based on literature review and on secondary data.

Findings

Based on the facts and literature reviews, this study concluded that One belt, One Road in general and CPEC in particular as an economic corridor can bring sustainable and long-lasting impact on the economy only if HRD is given proper attention.

Originality/value

To the best knowledge of the researchers, this is the first study that highlighted the HRD issue in CPEC.

Details

Journal of Chinese Economic and Foreign Trade Studies, vol. 10 no. 2
Type: Research Article
ISSN: 1754-4408

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Article

Boreum Ju

The purpose of this study was to explore the foundational theories in human resource development (HRD) by reviewing the literature from an HRD perspective. The following…

Abstract

Purpose

The purpose of this study was to explore the foundational theories in human resource development (HRD) by reviewing the literature from an HRD perspective. The following research questions guide the study: What are the core theories related to adult and professional education, organizational development and strategic HRD? What are the conceptual frameworks associated with adult and professional education, organizational development and strategic HRD? How have these theories and conceptual frameworks applied the research and practice of HRD?

Design/methodology/approach

This study reviewed the HRD definitions and core theories. The core theories and conceptual frameworks related to adult and professional education, organizational development and strategic human resource development were described. The application of these theories and conceptual frameworks to the research and practice of HRD was addressed.

Findings

The psychology theories that were explored were the adult learning theories, and that gestalt-psychology, behavioral psychology and cognitive psychology were illustrated. Systems theory was explored and explained in relation to organization development. Economic theory was explored and explained focusing on human capital theory; and it was demonstrated how economic theory is associated with strategic HRD.

Originality/value

The core-theory description and linking to adult and professional education, organizational development and strategic HRD may give understanding of the HRD foundations and ethical perspective that is essential for both scholars and professionals. The conceptual frameworks presented can be used to help facilitate discussions on developing or implementing HRD programs.

Details

European Journal of Training and Development, vol. 43 no. 1/2
Type: Research Article
ISSN: 2046-9012

Keywords

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Article

Terry Wallace

Although the influential group located at the Massachusetts Institute of Technology have argued that “teamwork” is at the heart of the lean factory; more recent works have…

Abstract

Although the influential group located at the Massachusetts Institute of Technology have argued that “teamwork” is at the heart of the lean factory; more recent works have identified “innovation” as the major driver “of growth in free market economies”. Others have gone further in suggesting that the global business environment has so fundamentally changed that it is the demands of the knowledge economy that are the crucial challenge to global organisations. They identify “tomorrow's winners” as those organisations able to “search out and mobilize untapped pockets of technology and market intelligence” to add significant value to their operations. In this paper two of these “global practices” are analyzed in terms of the management of their introduction at the Curitiba plant of Volvo do Brazil. First, the development of team‐based forms of work organization is analyzed within the context of the changing nature of patterns of global human resource development. Secondly, the increasing utilization of lean production techniques is located within the context of the development of a global production strategy within the Volvo Truck Company. This paper attempts an understanding of the nature of the relationship between team‐based forms of work and lean production within a framework which recognizes the increasing importance of organisations attached to innovation – in the sense of a hybrid system of learning from the best practice of other organisations. In doing so it will assess how far we can claim the presence of a new production paradigm being developed within the plant.

Details

International Journal of Operations & Production Management, vol. 24 no. 8
Type: Research Article
ISSN: 0144-3577

Keywords

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Article

Maria Cseh, Elizabeth B. Davis and Shaista E. Khilji

The purpose of this qualitative research study was to explore the requirements of leading in a global environment as perceived by the leaders participating in this study…

Abstract

Purpose

The purpose of this qualitative research study was to explore the requirements of leading in a global environment as perceived by the leaders participating in this study as well as the way these leaders learn and develop their global mindset.

Design/methodology/approach

The research methodology informed by social constructivism included in‐depth interviews with 24 global leaders that were analyzed using constant comparative and content analysis. The findings presented in this paper are part of a larger study on the meaning of global leadership and mindset. The framework for this research was guided by the Global Leadership Mindset (GLM) model developed by the authors and their colleagues.

Findings

Transcendence, plasticity of the mind (flexibility, thinking differently, rebalancing, openness, having multiple frames of reference), mindfulness, curiosity, and humility emerged as requirements of leading in the global environment. The global leaders' learning journeys were characterized by informal learning during everyday work and life experiences including learning from mistakes, and from and with others. Self‐reflection leading to the “self‐awareness of otherness” as well as reflection with others were at the core of learning and developing the global mindset of these leaders.

Practical implications

The findings of this study highlight the role of human resource development (HRD) professionals in facilitating self‐reflection and reflection with others – core processes for the learning and development of global mindset. HRD professionals are called to address both the “you don't know what you don't know” phenomenon by offering cross‐cultural training programs and experiential learning opportunities and the “you know what you don't know” daily challenges of global leaders and their team members. Initiatives that will incorporate self‐reflective and reflective processes will allow the participants to make meaning of their learning.

Originality/value

This is an initial attempt to explore the development of a global leadership mindset as informed by the GLM model with a focus on its learning component. The findings of this study could inform leaders preparing to work in global environments and HRD professionals called to develop learning environments and a learning culture in global workplaces.

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Article

David McGuire, David O’Donnell, Thomas N. Garavan, Sudhir K. Saha and Joe Murphy

Argues that cultural influences may not only affect a professional’s implicit concept of what constitutes effective practice, but may also affect researchers’ explicit…

Abstract

Argues that cultural influences may not only affect a professional’s implicit concept of what constitutes effective practice, but may also affect researchers’ explicit theories. Suggests that this means that many HRD practices, processes, procedures and language are specific to cultures. Explores some of the reasons underlying the increasing importance placed on cultural issues by multinational companies, touching on a number of theoretical and epistemological debates. Draws no firm conclusions but attempts to locate various positions and boundaries on the universalism‐relativism continuum.

Details

Cross Cultural Management: An International Journal, vol. 9 no. 2
Type: Research Article
ISSN: 1352-7606

Keywords

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Book part

Michael G. Harvey, M. Ronald Buckley and Milorad M. Novicevic

This chapter examines major factors and processes that lead to the development of strategic global human resource management [SGHRM] capability in organizations doing…

Abstract

This chapter examines major factors and processes that lead to the development of strategic global human resource management [SGHRM] capability in organizations doing business in emerging markets. The dynamism of this capability is hypothesized to increase as specific structural changes are initiated, such as an innovative practice of inpatriation. It is argued that the inpatriation provides the strategic coherence and flexibility necessary for effective organizational strategies in emerging markets. Through the examination of this innovation in strategic global human resource systems from a knowledge based-view theoretical perspective, the emergence of certain unique and valuable organizational outcomes (i.e. trust, commitment, social capital, and legitimacy) are explained. The potential problems and challenges of implementing an inpatriation program in global negotiations are also examined, with particular focus on gaining acceptance of inpatriate managers in the headquarters organization. In conclusion, specific directions for future research relative to the development of SGHRM capability based on inpatriation as core competency are outlined.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-76230-751-7

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