Search results
1 – 5 of 5Michal Perlstein and Sylwia Ciuk
The purpose of this paper is to contribute to cross culture training (CCT) literature by exploring the HR managers roles in CCT provision and the reasons affecting the given role…
Abstract
Purpose
The purpose of this paper is to contribute to cross culture training (CCT) literature by exploring the HR managers roles in CCT provision and the reasons affecting the given role enactment.
Design/methodology/approach
This exploratory study is based on in-depth interviews with 15 Israeli HR managers in charge of the provision of CCT in their respective companies and five interviews with CCT professionals who provide CCT training for a wide range of companies operating in Israel.
Findings
The study highlights the significant impact of HR managers’ awareness and perceptions of CCT on its provision and discusses a related self-perpetuating cycle of current practice reinforcement that limits the likelihood of practice improvement.
Research limitations/implications
The limitations of the exploratory design of the study call for further research on HR roles in CCT provision.
Practical implications
The findings suggest that HR managers partly design and implement practice according to what they believe are unmet expatriate needs and what they perceive as effective HR tools. The authors discuss the practical value of raising their awareness not only of CCT designs and methodologies, but also of the complexities of expatriate adjustment and the opportunities offered by rigorous evaluation of current practice.
Originality/value
The study departs from the dominant focus in the literature on the content and methodologies of CCT and instead explores the neglected role of HR managers in CCT provision.
Details
Keywords
Sylwia Ciuk and Doris Schedlitzki
Drawing on socio-cognitively orientated leadership studies, this paper aims to contribute to our understanding of host country employees’ (HCEs) negative perceptions of successive…
Abstract
Purpose
Drawing on socio-cognitively orientated leadership studies, this paper aims to contribute to our understanding of host country employees’ (HCEs) negative perceptions of successive expatriate leadership by exploring how their memories of shared past experiences affect these perceptions. Contrary to previous work which tends to focus on HCEs’ attitudes towards individual expatriates, the authors shift attention to successive executive expatriate assignments within a single subsidiary.
Design/methodology/approach
The paper is based on an intrinsic case study carried out in a Polish subsidiary of an American multinational pharmaceutical company which had been managed by four successive expatriate General Managers and one local executive. The authors draw on interview data with 40 HCEs. Twenty-one semi-structured interviews were conducted with staff who had been managed by at least three of the subsidiary’s expatriate leaders.
Findings
The authors demonstrate how transference triggered by past experiences with expatriate leaders as well as HCEs’ implicit leadership theories affect HCEs’ negative perceptions of expatriate leadership and lead to the emergence of expatriate leadership schema.
Originality/value
To the best of the authors’ knowledge, this is the first study that explores the role of transference and implicit leadership theories in HCEs’ perceptions of successive executive expatriate assignments. By focussing on retrospective accounts of HCEs who had been managed by a series of successive expatriate leaders, our study has generated a more nuanced and contextualised understanding of the role of HCEs’ shared past experiences in shaping their perceptions of expatriate leadership. The authors propose a new concept – expatriate leadership schema – which describes HCEs’ cognitive structures, developed during past experiences with successive expatriate leaders, which specify what HCEs believe expatriate leadership to look like and what they expect from it.
Details
Keywords
Charlotte Baker and Sylwia Ciuk
The purpose of this paper is to explore the work-family interface of two non-traditional forms of expatriation. The paper contributes to existing research by comparing and…
Abstract
Purpose
The purpose of this paper is to explore the work-family interface of two non-traditional forms of expatriation. The paper contributes to existing research by comparing and contrasting the experiences of international business travellers and rotational assignees, pointing out the similarities in their experiences but also showing considerable differences in how the work-family interface plays out in these two groups.
Design/methodology/approach
In line with the exploratory nature of the research, the authors carried out a qualitative case study drawing on interview data with rotators and international business travellers (n=20). In order to get more in-depth insights into the experiences of these two groups of assignees, the authors also used the photo-elicitation technique, which corresponds with the recent recognition that the evolving nature of international assignments requires alternative methods of inquiry to enhance the understanding of the challenges faced by them.
Findings
The study points to four major factors affecting the work-family interface: time spent away, unpredictability of work schedules, limited ability to exercise control over it as well as limited availability of organisational support. The findings illustrate that while these factors impact international business travellers and rotators alike, their intensity varies considerably in the experiences of these two groups.
Research limitations/implications
The research is based on a single case study and a small sample which needs to be considered when discussing the implications of the findings. Future research can valuably extend and build on the here reported observations.
Practical implications
A number of practical implications are discussed, notably pertaining to the ways in which organisations can mitigate the challenges encountered by international business travellers and rotators.
Originality/value
The papers focuses on two groups of assignees that are underrepresented in the expatriate literature despite their increasing empirical significance in international business.
Details
Keywords
Bruce Fortado and Paul A. Fadil
The purpose of this study was to explore the introduction of a “sales culture” at one of the ten largest US banks. Identifying and analyzing the existing human relations problems…
Abstract
Purpose
The purpose of this study was to explore the introduction of a “sales culture” at one of the ten largest US banks. Identifying and analyzing the existing human relations problems should enable constructive competitive improvements to be made in the future.
Design/methodology/approach
The major findings of our interviews with tellers and customer service representatives are compared to how the managers presented the sales culture, as well as the relevant cultural literature. The metaphor of the yin and the yang will be used to shed light on the tense and fluctuating interconnection of certain phenomenon.
Findings
Amalgam Bank’s sales did increase, but unanticipated problems also surfaced. The new sales duties slowed service and irritated customers. The teller referral quota proved unrealistic. The sales incentive point system provided little motivation. The negative tended to be stressed in sales meetings. When employees raised concerns, their managers replied with silencing behaviors. Further, there were double standards, lessened career opportunities and some inconsistent managerial practices. Increased turnover and resistance ensued. Addressing these problems should bring the parties’ interests into better balance and produce a more stable and competitive culture.
Research limitations/implications
Doing a comparative analysis can confirm what aspects of the sales culture literature are relevant and where inductive modifications might be called for. Consideration needs to be given to what results might be due to a poor managerial implementation, and what results can be attributed to the conflicting aspects of the original service-oriented culture and the new sales culture. More fieldwork needs to be done to provide confirmation for these findings and expand upon them.
Practical implications
Both theory and practice could be improved by integrating material from anthropology, sociology, human relations, organization culture and marketing.
Social implications
This paper focused on the social issue of culture change. Utilizing competitiveness as an outcome variable, the social implications of this study are tremendous.
Originality/value
This study goes back to the roots of the Human Relations movement: fieldwork. In an era where most scholars hand out surveys and analyze corresponding numbers, the current authors actually went out in the field and meticulously interviewed the subjects. This increased the quality and depth of the survey, while providing a true barometer of the reaction to the proposed culture change. Although this method of study is not original, it is hardly ever done anymore in a “survey-driven” research environment. This fieldwork methodology is one of the most important contributions of this paper.
Details