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The purpose of this paper is to explore the role of managerial values in improving the effectiveness of employee performance management (EPM).

The research has been conducted as a conceptual study, in which EPM criteria are compared to managerial values and the related maturity model. A thorough review of the EPM and values literature identified relevant and significant works.

Despite copious extant literature on EPM, the process is riddled with persistent problems, particularly concerning the manager’s enthusiasm to adequately implement EPM and its subsequent effectiveness. A managerial grounded values framework is, therefore, proposed. Using a circular approach that is assisted by a values maturity model, it serves as a charter that guides the supervisor’s actions, goals, choices, decisions and attitudes; principles that are very much at the heart of an effective EPM process. Curiously, managerial values and EPM have not generally been connected.

This values-based circular framework contributes to the effectiveness of the EPM process and thus to a positive EPM experience that motivates, enhances engagement and guides personal development. When enacted individual values and EPM are linked, they are argued to lead to sustained superior financial performance.

This study makes an important and novel contribution to the performance literature by using a values-based maturity model to improve the effectiveness of the EPM process.

The study explores inpatriation and the role of performance management (PM) upon knowledge transfer through the theoretical lenses of leader–member exchange (LMX) and social embeddedness theories.

The study adopts a qualitative approach and focuses on inpatriate managers at the headquarters of three large UK healthcare multinational corporations (MNC). The authors were able to collect and analyze 24 interviews, with a focus on our key variables. The authors also conducted interviews with human resource (HR) personnel responsible for global mobility.

The findings suggest that the inpatriate managers’ willingness to transfer knowledge is contingent on their LMX with their supervisor and embeddedness within the firm. The authors found that good PM is the facilitator.

The critical contribution of the paper is exposing apparent weaknesses in current inpatriate PM practices in contributing to the MNCs' global knowledge flows, and ultimately, firm performance. This study's findings add to the awareness of how MNC knowledge flows transpire and emphasize the importance of rigorous PM practices for MNC knowledge transfer.

The rise of the global economy has been an essential element in the international business (IB) agenda since the 1980s, and the topic of globalisation has not failed to captivate the attention of IB researchers and practitioners alike. Globalisation has impacted on such diverse issues as trade relations, geopolitical boundaries, social class, human rights, environmental commitments, religion, ethnicity, sovereignty and conservation of culture. The purpose of this paper is to provide an analysis of the current state of IB research on the topic of globalisation and to guide researchers who are new to IB research as to which journals and authors to consult when studying this phenomenon.

The paper presents a bibliometric analysis using the Web of Science database. A multiple correspondence analysis provides a map of keywords and authors, as well as a framework to track the globalisation literature over the 26-year period, 1993–2018.

The findings identify several fundamental themes and significant gaps in the extant literature; the most alarming gap centres around the effect of globalisation on social issues and, consequently, the rise of the anti-globalisation crusaders.

The literature review produced 529 articles listed only in the Web of Science Core Collection in the period 1993–2018.

A distinctive contribution of this study is that it investigates the intersection between globalisation and IB. This paper seeks to expose the intellectual structure of globalisation research, identify existing and emerging themes of globalisation research and discuss future research streams.

The findings show the rise of the globalisation sceptic and reveal the mounting concerns regarding the unequal benefits of globalisation.

There are two key benefits of this review. First, the theory extends by identifying a swing from an alignment with the transformationalist theory to sceptical theory. Second, the review has the potential to guide scholars on precisely what needs to be explored in IB globalisation research.

The purpose of this paper is to study the development and consider the future of one of the most controversial areas of human resource development – employee performance management (PM).

Through bibliometrics, a multiple correspondence analysis identifies the main research directions of PM studies and provides a map of descriptors and a list of authors, along with a framework to track PM literature over 20 years (1998–2018).

Scholars have attempted to address some of the questions raised by earlier researchers. However, critical questions remain unanswered, and there is increasing dissatisfaction with the process. The most glaring yet unaddressed problem with PM is poor employee acceptability of the process.

If the research gaps are addressed, the lack of acceptability of the PM could be resolved and more effectively managed in the future.

The study particularly addresses poor employee “acceptability” of the PM process, a subject that has received limited attention by scholars.

The purpose of this study is to map the intellectual structure of conflict management studies by investigating the key themes, concepts and their relationships for the period 2007-2017. The study updates the previous decade (1997-2006) investigation by Ma et al. (2008) to reflect the increased publication efforts in the field.

Bibliometric analysis was used to trace the development path of the extant literature. The study included activity indicators such as distribution of articles and most-cited journals; relationship indicators such as co-author analysis and keyword analysis; and the mapping of the theoretical foundations.

The analysis identified five key themes that help track the direction of conflict management research: negotiation, mediation, trust, conflict management styles and performance.

These themes show a wider diversification of topics in the field than in the past, corroborating previous results about the reputation and maturity of conflict management as an independent scientific field of research. This study will help scholars to improve their understanding of the evolution of conflict management studies and the direction that conflict management research is taking, in particular, identifying available avenues for future research.

Coaching is a widespread form of human development that has grown considerably in recent years. However, it is not well understood in entrepreneurship and small and medium-sized enterprises (SMEs) and little is known about the success factors for coaching in SMEs. Thus, this article presents a theoretical framework for coaching SMEs. The paper reports on a study carried out to develop and validate a coaching model for entrepreneurship in SMEs.

A mixed methods approach was undertaken in SMEs in the Iranian pharmaceutical industry. Confirmatory factor analysis (CFA) was used to confirm the samples and the model's dimensions.

The results show five chief constructs of the entrepreneurial coaching model. In particular, the authors determine the importance of early goal setting and identify the essential characteristics of an effective entrepreneurial coach.

Firstly, the data relied solely on the pharmacy industry in Iran, indicating a need for future studies to explore coaching programs across various industries and countries. Additionally, a quantitative aspect of the research involved participants answering questionnaires based on their perceptions. This subjective nature introduces a potential for inaccuracies in participants' perceptions and expectations. Furthermore, the inherent bias of program stakeholders may have led to exaggerated responses. To mitigate these issues, it would be beneficial to conduct experimental and longitudinal research, which could address these concerns more effectively.

By utilizing a theoretical framework, the authors goal is to define the essential features of coaching in SMEs and compare it to other developmental interventions to highlight both commonalities and distinctions. This approach addresses the recent suggestions in coaching literature to distinguish coaching practices tailored for particular groups, specifically entrepreneurs involved in SMEs.

This study contributes to understanding the essential features for successful entrepreneurial coaching in SMEs.

This study aims to examine the impact of various human resource management strategies on the performance management of the managers of international subsidiaries, who have been termed inpatriate managers.

A qualitative methodology was used to explore the influence of various strategies on the inpatriate manager's performance management, in a sector of the Australian healthcare industry.

Evidence emerged from the study that the type of human resource strategy used by a multinational corporation may have a significant impact on the purpose and acceptability of the entire performance management process.

This study is not without limitations. The sample size is not large enough for generalizations and the research was restricted to the healthcare industry in Australia.

A constructive six‐step solution is provided, for improving the international performance management process.

The findings in this study are important for two reasons. First, the study has identified a central, yet neglected employee in the international business research arena, the inpatriate manager. Past research has focused heavily on expatriate staffing but rarely considers the inpatriate manager. Second, the study contributes to a fuller understanding of the impact of strategy on performance management, which has been identified as a vital process for organizational competitiveness. Therefore, this study represents a valuable step in the development of international business research.

The purpose of this paper is to examine one aspect of the implementation of the performance appraisal with a focus on its operation in an economic downturn and particularly a global economic crisis.

It identifies the stated purposes of the performance appraisal in multinational corporations (MNCs) and explores the unstated purposes of the performance appraisal, which emerge during performance evaluation and feedback stages. The paper then investigates the different expectations employees and managers have of the performance appraisal and finally examines the changes to these expectations in an economic downturn.

The principal conclusion that can be drawn from this analysis is that there is a weakness in the design and substance of the performance appraisal research. The international appraisal is not exclusively conditioned by culture but also by the numerous contextual-organizational, institutional and economic factors found in the typical MNC.

It is suggested that possible strategies could include careful implementation of performance appraisal with attention to both the cultural and contextual environment. It is argued that by addressing both cultural and contextual variables the appraisal will be effective in helping achieve not only the MNC's strategic goals in a time of global economic crisis, but also recovery and survival following economic crisis.

This paper adds to the body of knowledge of international human resource management research by illuminating the consequences of an uncertain economic environment on performance management across borders and also paves the way for future research in this important area of management research.

The aim of this paper is to examine the practice of performance management in a cross-border context in times of global uncertainty.

This is a conceptual paper.

The findings expose global uncertainty to be wielding a significant influence on performance management.

A practical framework is developed using real options theory. This approach offers suggestions for multinational corporations to increase the effectiveness of their performance management while at the same time focusing on profit-maximisation.

This paper enhances international management research by recognizing that real options theory can effectively be applied to improve the effectiveness of performance management in global uncertainty.

The performance management process has typically focussed on the achievement of short-term financial goals and ignored longer-term broader goals such human, social and environmental goals. In an attempt to overcome this limitation, the purpose of this paper is to explore the benefits of a broader approach to performance management that offers a balance of organizational financial goals with positive human and social outcomes. Specifically, the paper reviews the adoption of a sustainable human resources (HR) approach to performance management.

This conceptual study considers the effect of the firm ' s short-term financial focus on the multinational corporation ' s (MNC ' s) performance management process.

The study finds a performance management process with a short-term financial ultimately ignores the developmental needs of the employee.

In future studies that include empirical data and in particular longitudinal data should be considered so as to examine changes to employee performance management behaviors due to the implementation of a sustainable approach to performance management.

The study shows that the adoption of a sustainable HR approach to performance management incorporates a balance of organizational financial goals with positive human and social outcome, both of which are necessary to achieve and sustain superior long-term organizational performance.

The study suggests that when a MNC uses a sustainable HR approach, the performance management process is highly likely to make a stronger contribution to MNC effectiveness. The outcome is a balance between organizational financial outcomes and provision for employees. Performance managing people in organizations in a sustainable way, could prove to be strong source of competitive advantage. Hence, this study makes a central contribution to HR scholarship.