000 | 05675cam a2200349 a 4500 | ||
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001 | 12938607 | ||
003 | APU | ||
005 | 20160311051504.0 | ||
008 | 020920s2002 enka b 001 0 eng d | ||
010 | _a 2002512166 | ||
015 | _aGBA2-Y6346 | ||
020 | _a9780761974055 (pbk.) | ||
020 | _a0761974059 (pbk.) | ||
035 | _a(OCoLC)ocm49044117 | ||
040 |
_aUKM _cAPU _dSM _beng |
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042 | _alccopycat | ||
050 | 0 | 0 |
_aHF5549 _b.J33 2002 |
082 | 0 | 4 |
_a658.3 _bJAC 2002 |
100 | 1 |
_aJackson, T. H. _q(Terence Hugh) _95996 |
|
245 | 1 | 0 |
_aInternational HRM : _ba cross-cultural approach / _cTerence Jackson. |
260 |
_aLondon ; _aThousand Oaks, Calif. : _bSAGE, _c2002. |
||
300 |
_axii, 252 p. : _bill. ; _c25 cm. |
||
504 | _aIncludes bibliographical references (p. [231]-247) and index. | ||
505 | 8 | _aMachine generated contents note: Introduction: Beyond Human Resource Management 1 1. The Cross-Cultural Organization: The Multicultural Model 13 Swedish culture and people management - IKEA: managing cultural differences - The multicultural model - Cultural values - Other cultural dimensions - Some reflections on the cross-cultural organization - Spanish culture and work values - People management in Spain - IKEA in Spain - Implications for managers - An agenda for research. 2. The Strategic Organization: The Supranational Model 37 French culture and people management - Credit Lyonnais: the internationalization process - The supranational model - Strategies for international organizations - Integration and differentiation - Perlmutter's model - Implications for human resource management policy - An integrated strategic framework - Credit Lyonnais revisited - Implications for managers - An agenda for research. 3. The Competent Organization: The American Model 59 Andersen Consulting (Europe) - The American model - Why American theories might not apply abroad - Parochialism and universality - Management competences approach - European and international competences - The cultural regard for managers and their competences - Different degrees of internationalization of companies - Problems inherent within the competences model - Implications for managers: selection of managers and key staff - An agenda for research. 4. The Missionary Organization: The Dutch Model 81 The Dutch model: the missionary spirit - An American company in the Netherlands - Royal Dutch/Shell - Why expatriation? A strategic perspective - Is expatriation problematic? - Choosing expatriates - Acculturation - Why expatriation? The career perspective - Cultural factors in international career choice - Women and expatriation - Other cultural factors in international career choice - Implications for managers - An agenda for research. 5. The Motivating Organization: The Japanese Model 107 Corporate commitment - Task, job, career and organizational incentives - Needs, satisfaction and culture - The Japanese model and Matsushita - Japanese people management and Sumitomo Metal Industries - Do Japanese people management work techniques work outside Japan? Chiba International - Implications for managers: reward systems across cultures - An agenda for research. 6. The Learning Organization: The British Model 127 The British model - British management culture - British Petroleum - Action learning and the experiential approach - Transferability across cultures - The organizational learning concept - Training and development within a total model - From learning to knowledge: from Britain to Japan - Implications for managers: potential cross-cultural problems with the learning organization concept - An agenda for research: the cross-cultural challenge. 7. The Flexible Organization: The European Union Model 147 The European model - Digital Equipment Corporation (Europe) - The context of management and organizations in Europe - A European model of people management - Organization and work flexibility - Implications for managers: revisiting DEC (Europe) - An agenda for research. 8. The Joint Venture Organization: The Chinese Model 163 With Peter Xu Lu* The Blue Sword Group - Chinese work values - International joint ventures in China - Motivation and reward systems in Chinese international joint ventures - Implications for the management of joint ventures - An agenda for research. 9. The Transitioning Organization: The Post-Soviet Model 183 The post-Soviet model - Volkswagen-Skoda joint venture - German people management - Soviet management and organization - Soviet management in East Germany - Soviet personnel management - Post-Soviet people management - People management in the Czech Republic - Implications for managers: Western companies in Russia - An agenda for research. 10. The Stakeholder Organization: The Post-Colonial Model 203 The post-colonial model - People management in South Africa - Eskom - AECI Explosives Ltd - Germiston City Council - African people management - Indian people management - Culture and Indian managers - Indian management responses to liberalization - Implications for managers: indigenous knowledge and the stakeholder approach - An agenda for research: post-colonialism and hybridization. 11. Conclusion: The Future Organization 223. | |
650 | 0 |
_aPersonnel management. _94699 |
|
650 | 0 |
_aPersonnel management _vCross-cultural studies. _95997 |
|
856 | 4 | 1 |
_3Table of contents only _uhttp://www.loc.gov/catdir/toc/fy033/2002512166.html |
856 | 4 | 2 |
_3Publisher description _uhttp://www.loc.gov/catdir/enhancements/fy0657/2002512166-d.html |
906 |
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_2lcc _cBook _024 |
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999 |
_c2597 _d2597 |