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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/02621719310040185. When citing the article, please cite: William B. Werther Jr, (1993), “A University/Corporate Solution to Closing the Executive Development Gap”, Journal of Management Development, Vol. 12 Iss 4 pp. 29 - 36.

Under the framework of the achievement goal and expectancy-value theories, this study aims to examine which motivational goals lead people to self-initiate an international assignment and predict subjective assignment achievements.

Data was collected from a convenience sample of 141 self-initiated expatriates (SIEs) from multiple locations. The first set of analyses tested the hypothesis that demographics and expectancies of competence in living and working abroad discriminate the individuals who initiate an international assignment for learning goals from the ones who value performance goals. The second set of analyses tested the hypothesis that individual expectancies and goals predict specific subjective assignment achievements and overall success.

The results show that SIEs who had greater confidence in their ability to live and work abroad were also more likely to move to pursuit performance goals. They also reported greater host adjustment and superior professional accomplishments, but not higher family achievements or success.

In contrast to the dominant descriptive approach to the study of SIEs, this study underpins the adequacy and potential of a motivational approach in predicting SIEs’ behaviors and outcomes. The theoretical and managerial implications for international business and cross-cultural management are further discussed.

The purpose of this paper is to examine the role of perceived home and destination organizational culture characteristics and general satisfaction with the assignment as antecedents of expatriates’ withdrawal intentions.

Data were collected through a web survey of an international sample of expatriates with a broad representation of industries, organizations and countries of origin and destination.

The results indicate that home and destination organizational cultures affect expatriates’ withdrawal intentions, after controlling for demographics and national cultural differences, namely: home organizational culture has a stronger influence on withdrawal intentions from the organization, while host organizational culture affects withdrawal intentions from the assignment. Further, the relationship between host organizational culture and expatriates’ intentions to withdraw from the assignment is mediated by expatriates’ satisfaction with the assignment. Evidence was also found supporting a stronger and negative influence of the goal orientation dimension of organizational culture, thus suggesting that a collective orientation toward common business goals (i.e. solidarity) may help retain expatriates.

This study seeks to fill a gap in the literature by exploring the influence of organizational culture on expatriates’ withdrawal intentions, and the mediating role of expatriates’ satisfaction with the assignment, on that relationship.

The effectiveness of productivity improvement inputs of capital, technology and the like, is determined in the end by human factors.

Management consultants and the managers they advise face a growing dilemma: they have few skills and generally no training in identifying potentially violent employees, and yet, managers and their company are likely to be held liable for the violent acts of employees because when employees have been killed by co‐workers, victims’ survivors have filed ‐ and won ‐ premises‐liability lawsuits against employers. When concerned consultants or managers seek to understand the growing phenomenon of workplace violence, the academic‐ and practitioner‐oriented literature offers little more than news‐oriented accounts. In an attempt to provide insights into the area of workplace violence, provides two case histories that offer anecdotal‐based insights. The two cases describe the steps used at two different employers when confronted with a potential for employee violence in the workplace.

Practitioners and researchers agree on the importance of mentors, even though the spontaneous creation of mentors and protégés is little understood. The mentor‐protégé creation process is addressed, and the individual and organisational benefits, and the role of protégés in the relationship, are discussed. Also discussed is the need for mentoring and mentors, explaining how informal, even chance encounters, can grow into strong relationships that benefit both parties and their organisation. Special emphasis is given to the protégé′s role and likely road‐blocks to the formation of these important relationships.

Leadership decisions are among the most vexing issues that face an alliance partnership. Permanent leaders imply expectations about their treatment as employees, even after they are no longer an ideal fit. Staffing from among the partners’ human resources assumes that talent is not in short supply and implies a potential favoritism in the operation of the alliance. Interim management offers a unique and superior, albeit not perfect, alternative. Interim leaders may be particularly effective at facilitating an alliance start‐up and when the alliance is to transition from one stage of the organization’s life cycle to the next.

Corporate use of video offers new solutions to many of the problems of corporate communication. It has become so sophisticated and can be used in so many ways that many large companies are using it extensively, especially firms with multi‐site operations and/or high staff turnover, such as McDonalds. It is predicted that its use on a large scale will be extended to smaller companies by the 1990s.

Management development programmes often do not capture senior managers and executives as attendees, leading to a developmental gap among organizational leaders. Even when the need is obvious, training and development managers can seldom require executive attendance. Issues of status, time, perceived importance, and other barriers often leave top management outside the developmental loop. Addresses an ongoing, university/corporate partnership which provides targeted development opportunities for top management in a way which bypasses many typical barriers and partially closes the senior‐management development gap.

In designing consultant‐driven management development interventions, personality issues typically are viewed as moderating variables, if they are considered at all. Reports on two “action‐research” oriented, team‐building interventions, based on Jungian theory as operationalized by the Myers‐Briggs Type Indicators. Illustrates the often overlooked importance of personality issues as an important precondition to successful management development efforts.