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Managing Human Resources in the International Firm: Lessons From Practice

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Abstract

No less than twenty years ago, the international operations of most companies were largely export activities of ethnocentric organizations. Expatriate assignments spelt career doom, distancing the exile from the headquarter politics of a successful career. Surveys in the mid-70s of Fortune 100 companies revealed that 90% of top executives had no foreign experience. There were of course a few exceptions, notably the corporations that were transnational by origin like Shell and Unilever, and firms with most of their turnover outside the smaller mother country. How many consumers realize that Nestlé is in fact a Swiss firm, though only 2% of its sales and 4% of its employees are Swiss-based?

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... They depend on (1) the work context, such as labour markets; (2) education and work history; (3) society and culture and (4) the global context, such as the internationalization of businesses and companies (Mayrhofer/Meyer/Steyrer 2007;Davoine/Ravasi 2013). Evans et al. (1989) conducted research using high-potential employees in European corporations in the 1980s. They acknowledged four distinctive national career models of top management team career paths that are represented in Figure 1. ...
... Source: Evans et al. 1989;Davoine/Ravasi 2013 Details on National Models in Literature ...
... In the Germanic model, and also to some extent in Switzerland and certain Scandinavian and Dutch firms, educational elitist recruitment and managerial potential identification, in terms of vocational and trainee job-rotation programs, are a well-rooted historic Germanic tradition for skilled and blue-collar employees, often even in cooperation with local schools and universities (Evans et al. 1989;Opitz 2005;Davoine/Ravasi 2013). After a few years of on-the-job training throughout various areas and functions, employees are guided into the appropriate positions. ...
Article
Research on European business elites has been dominated by a national career model approach, which argues that each country has a specific top management career pattern embedded in national institutional contexts. Research has focused on applying those patterns to Western European countries while no analysis of Eastern European managers has been conducted to date. In recent years, the line of argumentation on national career patterns has been challenged due to the increasing international circulation of top managers. In this article, we analyse the applicability of these patterns to an Eastern European country, specifically, Poland. For this purpose, we analyse the career paths of Polish top management team members and investigate their development. We collect biographical data and career-related information from the top managers employed by the 30 largest stock-listed companies located in Poland and Germany. Our analysis reveals that the most important career distinctions from existing models are applicable to the Polish market, and our data show similarities with the Germanic national model. These results will likewise shed light on the stability of certain career pattern features of top management profiles.
... Les profils et trajectoires de carrière individuels dépendent de l'environnement de travail, des contextes d'origine, socio-culturels ainsi que de la globalisation des entreprises (Mayrhofer et al., 2007). Les modèles prennent en compte l'environnement national ou international dans lequel l'individu évolue (Evans, 1989 ...
... modèles d'Evans (1989) qui reposent sur des particularités nationales ; modèles repensés par Louart (2003) ou encoreKlarsfeld et Mabey (2004).Le modèle français repose sur le modèle dit latin. Il est caractérisé par un fort taux de mobilité interne. ...
... Cet article vise à répondre au questionnement concernant l'application des perceptions des individus quant aux attentes du marché de l'emploi, notamment en termes de compétences, en fonction de leur filtre culturel et du rôle qu'ils endossent, afin de finir de comprendre de quelle manière la gestion des carrières transfrontalières dans le Rhin supérieur est spécifique.Ce dernier pas permet de comprendre les attentes des différents acteurs du territoire du Rhin supérieur quant à la gestion des carrières.SelonEvans (1989), le modèle de carrière français repose sur les diplômes alors que le modèle de carrière germanophone (appliqué en Allemagne et en Suisse) repose sur les compétences.Ceci serait dû au fait que les moyens financiers des organisations françaises et suisses ne soient pas équivalents(Louart, 2003). En effet, les organisations suisses disposeraient de plus de fonds propres, ce qui leur permet plus aisément de proposer des formations internes(Klarsfeld et Mabey, 2004) et donc de se focaliser sur les compétences de leurs employés., le soulignent en expliquant que la gestion des compétences est au coeur de la fonction RH des organisations suisses. ...
Thesis
Aujourd’hui, la gestion des carrières des ressources humaines s’internationaliserait (Chanlat, 2007 ; Davoine et Ravasi, 2013a ; Davoine et al, 2015) pour plusieurs organisations. Il est désormais question de permettre à leurs employés de connaitre une expérience internationale. Il s’avère néanmoins que certains travailleurs vivent une mobilité internationale quotidienne, de manière personnelle et non suite à une volonté organisationnelle, puisqu’ils traversent tous les jours la frontière pour aller travailler. Ce sont des travailleurs transfrontaliers, qui ne sont donc ni des expatriés ni des commuters internationaux.Pourtant, on trouve peu de littérature en sciences de gestion relative à ces travailleurs et au contexte trinational dans lequel ils évoluent, en particulier dans le Rhin supérieur. Cependant, ce territoire est composé de trois pays (France, Allemagne et Suisse) qui ne partagent pas la même langue, le même système éducatif ou encore le même système économique ce qui peut créer des barrières. Or, les travailleurs transfrontaliers semblent capable d’aller au-delà et ainsi trouver un emploi dans le pays voisin et y évoluer (Brahimi, 1980 ; Krämer, 2004 ; Hamman, 2005). Ces travailleurs suivent une carrière transfrontalière et donc internationale sans qu’il s’agisse d’une expatriation. Néanmoins, en sciences de gestion, les formes de mobilité internationale alternative à l’expatriation (comme la mobilité transfrontalière par exemple) sont surtout abordées au regard de la littérature existante sur le management international, au détriment de l’approche comparative de la gestion des carrières (Cerdin et al., 2012).Or, la gestion des ressources humaines est perçue différemment par les organisations selon les employés concernés et notamment lorsqu’il s’agit de leur carrière (Cerdin, 2004) d’autant plus que les travailleurs transfrontaliers semblent constituer une catégorie professionnelle spécifique : ils travaillent à l’international sans être des expatriés ou des commuters internationaux. Ce profil peut également avoir un impact sur leur relation au travail et, notamment, sur leur perception des attentes des organisations vers lesquelles ils décident de se tourner et donc, également, sur les attentes qu’ils peuvent avoir face à ces organisations. Cela implique une vision modifiée de la relation d‘échange entre l’employé et son organisation (Pennaforte, 2012) et donc de la carrière de ces travailleurs transfrontaliers.À partir de ce constat, cette étude repose sur la problématique suivante : De quelle manière la gestion des carrières transfrontalières dans le Rhin supérieur est-elle spécifique pour les différentes parties concernées ?Mobilisant le modèle du contrat psychologique, soit la correspondance des attentes des employeurs avec celles des employés (Pennaforte, 2012) et d’une potentielle évolution d’une promesse de carrière vers une promesse d’employabilité (Dany, 2002), nous analysons et apportons des éléments de compréhension sur les attentes des différentes parties concernées par le contrat psychologique (employés et employeurs), que nous avons ensuite élargis au marché du travail transfrontalier.Il ressort, ainsi, qu’une carrière réussie pour les travailleurs transfrontaliers est une carrière linéaire et verticale. Du point de vue des attentes des organisations, il apparait qu’une mise en avant des compétences est observée ainsi que des possibilités de développement des individus. Enfin, concernant le marché de l’emploi transfrontalier, nous avons pu observer une adéquation des attentes concernant les compétences transversales. La gestion des carrières dans la région du Rhin supérieur semble être trinationale. Les attentes des différentes parties prenantes de cette gestion se recoupent, hormis en matière de compétences interculturelles, puisqu’il y a un manque de consensus quant à leur définition (Bartel-Radic, 2014). Ce dernier fausse leur reconnaissance en tant que telle.
... Comparative research suggests that norms guiding management careers and the resultant career structures differ between countries (Evans, Lank, & Farquhar, 1989;Oikelome & Healy, 2007). While social capital (i.e. a network and the assets that may be mobilised through that network; Bourdieu, 1986;Burt, 1992) is decisive for advancement in France, for example, expertise is crucial in Germany (Evans et al., 1989). ...
... Comparative research suggests that norms guiding management careers and the resultant career structures differ between countries (Evans, Lank, & Farquhar, 1989;Oikelome & Healy, 2007). While social capital (i.e. a network and the assets that may be mobilised through that network; Bourdieu, 1986;Burt, 1992) is decisive for advancement in France, for example, expertise is crucial in Germany (Evans et al., 1989). It follows that self-initiated expatriates (SIEs) are likely to experience different norms while abroad and pressure to adapt to different management career structures. ...
... Third, at the structural level, existing descriptions of management career structures and their typical norms (e.g. Evans et al., 1989) omit any description of specific norms governing how IWE influences managers' opportunities to secure adequate employment and develop their careers upon repatriation. ...
Article
Full-text available
While internationally experienced managers are highly sought after, expatriates who self-initiate their repatriation have been shown to face difficulties upon return. However, we lack empirical insights into the determinants of the employability of self-initiated repatriates (SIRs). By investigating how country-specific, career system-related factors influence employability competences of SIRs in the cases of France and Germany, we contribute to the expansion and refinement of the nascent theory of employability competences. Taking account of international context factors, we generate theoretical propositions about employability that serve to develop wider theory (theoretical generalisation). Our interviews with 40 SIR managers show that employability cannot be determined by isolating individual competences. The level and kind of employability competences proved to be determined, rather, by country-specific norms characterising management career structures. These vary for managers with national and international career paths and are moderated by expatriation mode (assigned versus self-initiated), length of stay, destination country, corporate size, and career phase. As such, these competences are relative. In offering specific guidance for the further development of employability competence theory and related future research, we seek to stimulate additional research in the field, to enhance the validity of future studies and to increase their utility for employees, organisations and policy makers alike.
... Wenngleich der Umfang der Begleitmaßnahmen des Unternehmens bei entwicklungsorientierten Auslandsentsendungen größtenteils weniger ausgeprägt und daher vergleichsweise weniger kostspielig ist als bei Auslandsentsendungen, welche durch strategische oder geschäftliche Erfordernisse determiniert werden, birgt diese Entwicklungsentsendung für Unternehmen dennoch ein hohes finanzielles Risiko. So zeigten sich international mobile Arbeitnehmer, welche zu Entwicklungszwecken entsandt wurden, eher dazu geneigt, das Unternehmen nach dem Auslandsaufenthalt zu verlassen, als funktionale Expatriates (Stahl et al. 2009 Im Folgenden werden vier unterschiedliche Karrieresysteme unterschieden, welche für Arbeitnehmer in Managementkarrieren Anwendung finden (Evans et al. 1989): ...
... Abb. 2 zeigt die möglichen Karrierepfade innerhalb dieser vier Modelle. Das germanische Modell, welches beispielsweise Managementkarrieren in Deutschland prägt, beruht auf funktionalen Karrierepfaden und wird daher auch als funktionales Karrieresystem beschrieben (Evans et al. 1989(Evans et al. , 2002 Evans et al. 1989). In den ersten fünf bis acht Jahren werden alle neu eingestellten Mitarbeiter gleichermaßen gefördert und sind angehalten, im Rahmen verschiedener Aufgaben ihr Potenzial zu zeigen. ...
... Abb. 2 zeigt die möglichen Karrierepfade innerhalb dieser vier Modelle. Das germanische Modell, welches beispielsweise Managementkarrieren in Deutschland prägt, beruht auf funktionalen Karrierepfaden und wird daher auch als funktionales Karrieresystem beschrieben (Evans et al. 1989(Evans et al. , 2002 Evans et al. 1989). In den ersten fünf bis acht Jahren werden alle neu eingestellten Mitarbeiter gleichermaßen gefördert und sind angehalten, im Rahmen verschiedener Aufgaben ihr Potenzial zu zeigen. ...
Chapter
Internationale Karrieren sind vielfältig und folgen nicht einem spezifischen Muster. In diesem Buchkapitel werden vier unterschiedliche, empirisch belegbare internationale Karrierepfade beleuchtet: die frühe internationale Karriere, die internationale organisationale Karriere, die internationale grenzenlose Karriere und die transnationale Karriere. Basierend auf deren spezifischen Merkmalen lassen sich Nutzen und Kosten dieser internationalen Karrierewege für internationale Auslandstätige als auch für Organisationen ableiten und gegenüberstellen. Unter Bezugnahme auf die Karrieresysteme verschiedener Länder ergeben sich hieraus bedeutende Implikationen für das zukünftige Management von internationalen Laufbahnen und Karrieren in Organisationen.
... Wenngleich der Umfang der Begleitmaßnahmen des Unternehmens bei entwicklungsorientierten Auslandsentsendungen größtenteils weniger ausgeprägt und daher vergleichsweise weniger kostspielig ist als bei Auslandsentsendungen, welche durch strategische oder geschäftliche Erfordernisse determiniert werden, birgt diese Entwicklungsentsendung für Unternehmen dennoch ein hohes finanzielles Risiko. So zeigten sich international mobile Arbeitnehmer, welche zu Entwicklungszwecken entsandt wurden, eher dazu geneigt, das Unternehmen nach dem Auslandsaufenthalt zu verlassen, als funktionale Expatriates (Stahl et al. 2009 Im Folgenden werden vier unterschiedliche Karrieresysteme unterschieden, welche für Arbeitnehmer in Managementkarrieren Anwendung finden (Evans et al. 1989): ...
... Abb. 2 zeigt die möglichen Karrierepfade innerhalb dieser vier Modelle. Das germanische Modell, welches beispielsweise Managementkarrieren in Deutschland prägt, beruht auf funktionalen Karrierepfaden und wird daher auch als funktionales Karrieresystem beschrieben (Evans et al. 1989(Evans et al. , 2002 Evans et al. 1989). In den ersten fünf bis acht Jahren werden alle neu eingestellten Mitarbeiter gleichermaßen gefördert und sind angehalten, im Rahmen verschiedener Aufgaben ihr Potenzial zu zeigen. ...
... Abb. 2 zeigt die möglichen Karrierepfade innerhalb dieser vier Modelle. Das germanische Modell, welches beispielsweise Managementkarrieren in Deutschland prägt, beruht auf funktionalen Karrierepfaden und wird daher auch als funktionales Karrieresystem beschrieben (Evans et al. 1989(Evans et al. , 2002 Evans et al. 1989). In den ersten fünf bis acht Jahren werden alle neu eingestellten Mitarbeiter gleichermaßen gefördert und sind angehalten, im Rahmen verschiedener Aufgaben ihr Potenzial zu zeigen. ...
... L'influence du contexte national sur les parcours de carrière de cadres et de dirigeants a été mise en évidence par plusieurs études dès la fin des années 1980. Observant les parcours de carrières de dirigeants de grandes multinationales, des chercheurs de l'INSEAD (Evans, Lank et Farquhar, 1989) soulignent l'existence de spécificités nationales dans les carrières de dirigeants européens, montrant des variations d'un pays à l'autre dans l'approche de l'identification du potentiel, la mobilité interfonctionnelle ou dans la mobilité inter-entreprise. Les sociologues français Bauer et Bertin-Mourot (1996), en étudiant plus particulièrement les carrières des dirigeants des 200 plus grandes entreprises françaises, anglaises et allemandes, mettront en évidence des modèles nationaux de formation-sélection des dirigeants, liés à des éléments des contextes institutionnels, par exemple les spécificités nationales des systèmes éducatifs, la légitimité de l'autorité ou le rôle de l'État dans l'économie. ...
... En analysant les carrières de dirigeants de multinationales, Evans, Lank et Farquhar (1989) ont identifié et isolé plusieurs modèles nationaux de développement managérial, dont trois sont représentés ci-dessous. Dans ces modèles, les trajectoires de carrière sont représentées à l'intérieur de chaque entreprise, la ligne séparant le haut du bas de la pyramide permet de distinguer la phase d'identification du potentiel de la phase de développement du potentiel. ...
... Bauer et Bertin-Mourot (1996) qualifieront ces managers d'« héliportés » ou de « catapultés ». Source : Evans P., Lank E., et Farquhar A., 1989 Dans le modèle germanique, une certaine forme de recrutement académique élitiste (liée à la détention d'un titre de doctorat) existe aussi mais l'appartenance à une élite académique ne permet pas l'accès automatique aux postes de responsabilité, comme cela peut se passer dans les entreprises françaises. L'identification des managers à haut potentiel a lieu au sein de l'entreprise au cours d'une phase formelle d'apprentissage durant laquelle les jeunes diplômés et les autres employés bénéficient d'une phase d'observation. ...
... La communication interculturelle (Adler et Gunderson 2008 ;Gudykunst et al. 1988), les significations, identités et pratiques de travail négociées (Brannen et Salk 2000 ;Primecz et al. 2011 ;Ting-Toomey 2012), sont aussi des thématiques récurrentes. D'autres sujets concernent davantage la GRH (Jackson 2002 ;Jackson 2014), comme les cheminements de carrière et les schémas interculturels (Davoine et Ravasi 2013 ;Evans et al. 1989), l'expatriation (Black et al. 1999), les styles de gestion (Laurent 1983) et les études linguistiques (Brannen 2004 ;Pudelko et al. 2015) qui ont considérablement gagné en importance dans la GRH internationale depuis plusieurs années (Waxin et Barmeyer 2008 ;Brannen et Mughan 2017 ;Welch et al. 2005). Tous travaux, issus des multiples domaines et thématiques de recherche, suivent différents paradigmes et méthodes de recherche, qui seront abordés dans les prochaines sections. ...
Chapter
La recherche en management interculturel comprend une variété de disciplines et de spécialités, impliquant un éventail divers de thématiques, paradigmes et méthodes de recherche. En l’absence d’une analyse systématique de l'évolution de ces aspects, cet article trace une carthographie de 614 articles publiés sur 15 ans (entre 2001 et 2016) dans deux revues anglo-saxonnes de premier plan. Les résultats montrent que les dimensions culturelles et la GRH sont les principales thématiques abordées par le management interculturel et que les articles quantitatifs l'emportent encore sur les contributions qualitatives. Toutefois, une baisse de l'utilisation des méthodes quantitatives et d’un paradigme positiviste en 2016 indique un changement possible pour le management interculturel. À l'aide d'outils assistés par ordinateur, cet article pourra servir de base à de futures analyses dans le domaine de la recherche en management interculturel.
... However, with regards to elite career patterns, previous research has shown that, to date, only a few empirical studies have been conducted about the characteristics of Italian managerial elites (Delmestri and Walgenbach, 2005). The available evidence points to the existence of a Latin model (Evans et al., 1990;Davoine and Ravasi, 2012), whereby Italy and France share some characteristics such as the preferences for internal promotions and the recognition of seniority over performance (Segalla et al., 2001). This might also represent a fruitful avenue for future research. ...
Article
This paper aims at contributing to the talent management (TM) and organisation research fields by investigating the mechanisms of elite construction through an exclusive TM programme in a multinational company (MNC). We conducted an exploratory single‐case study in an MNC operating in more than 15 countries, by interviewing HR managers as representatives of top management and participants in a TM programme in seven countries. Other data sources included non‐participant observation and the use of internal and external documents. Our results show that talents develop a common elite identity based on exclusiveness, and additionally they gain access to resources and privileges through the mechanisms of performing rituals, acculturation through symbols, preferential treatment, social networking and the acquisition of insider knowledge. Furthermore, those employees identified as talents organise themselves in a closed, elite community. These results are summarised in a theory‐based framework explaining the building of an elite through exclusive TM.
... Moreover, common topics in CCM are intercultural communication (Adler and Gunderson, 2008;Gudykunst et al., 1988;Kittler et al., 2011), negotiated meanings and identities (Primecz et al., 2011;Ting-Toomey, 2012;Yagi and Kleinberg, 2011), and negotiated working practices (Barmeyer and Davoine, 2019;Brannen and Salk, 2000). Other topics are more concerned with HRM (Jackson, 2002(Jackson, , 2014, as career paths and patterns across cultures (Davoine and Ravasi, 2013;Evans et al., 1989), expatriation (Black et al., 1999), management styles (Laurent, 1983), and language studies (Brannen, 2004;Piekkari et al., 2014;Pudelko et al., 2015) which considerably gained importance within international HRM over the last years (Brannen and Mughan, 2017;Welch et al., 2005). All these authors from manifold research streams and topics follow different research paradigms and methods, which will be addressed in the next sections. ...
Article
Full-text available
Cross-cultural management (CCM) research comprises a variety of disciplines with different thematic, paradigmatic, and methodological assumptions. Since there has been no systematic analysis of the development of topics, paradigms, and methods, this article draws a landscape of these analyzing 777 articles published in two leading journals between 2001 and 2018. Results show that corporate culture, human resource management, and cultural dimensions are main topics in CCM and that positivist and quantitative papers outweigh interpretive and qualitative articles. We examine a convergence of the positivist and interpretive paradigm in 2016 and 2017, what might indicate a possible upcoming paradigmatic shift in CCM. However, positivist articles rise again since 2017. Using computer-aided tools, this study serves as a basis for future literature reviews.
... Career mesostructures (as we shall call them here) are manifested in individual and organisational actors' shared stock of practical knowledge Maines, 1982) about contextually possible, sensible, and appropriate career behaviours for fashioning a course through the societal world (Barley, 1989;Dokko et al., 2019;Giddens, 1984;Maines, 1982). As such career mesostructures define a socially recognised career; that is, they define the way careers "are" and "should be" in that society (Evans, Lank, & Farquhar, 1989). ...
Article
Full-text available
Careers exist in a societal context that offers both constraints and opportunities for career actors. Whereas most studies focus on proximal individual and/or organizational level variables, we provide insights into how career goals and behaviors are understood and embedded in the more distal societal context. More specifically, we operationalize societal context using the career-related human potential composite (CHPC) and aim to understand if and why career goals and behaviors vary between countries. Drawing on a model of career structuration and using multilevel mediation modelling, we draw on a survey of 17,986 employees from 27 countries, covering nine of GLOBE’s ten cultural clusters, and national statistical data to examine the relationship between societal context (macrostructure building the career-opportunity structure) and actors’ career goals (career mesostructure) and career behavior (actions). We show that societal context in terms of societies’ CHPC is negatively associated with the importance given to financial achievements as a specific career mesostructure in a society that is positively related to individuals’ proactive career behavior. Our career mesostructure fully mediates the relationship between societal context and individuals’ proactive career behavior. In this way, we expand career theory’s scope beyond occupation- and organization-related factors.
... Moreover, common topics in CCM are intercultural communication (Adler and Gunderson, 2008;Gudykunst et al., 1988;Kittler et al., 2011), negotiated meanings and identities (Primecz et al., 2011;Ting-Toomey, 2012;Yagi and Kleinberg, 2011), and negotiated working practices (Barmeyer and Davoine, 2019;Brannen and Salk, 2000). Other topics are more concerned with HRM (Jackson, 2002(Jackson, , 2014, as career paths and patterns across cultures (Davoine and Ravasi, 2013;Evans et al., 1989), expatriation (Black et al., 1999), management styles (Laurent, 1983), and language studies (Brannen, 2004;Piekkari et al., 2014;Pudelko et al., 2015) which considerably gained importance within international HRM over the last years (Brannen and Mughan, 2017;Welch et al., 2005). All these authors from manifold research streams and topics follow different research paradigms and methods, which will be addressed in the next sections. ...
... However, with regards to elite career patterns, previous research has shown that, to date, only a few empirical studies have been conducted about the characteristics of Italian managerial elites (Delmestri and Walgenbach, 2005). The available evidence points to the existence of a Latin model (Evans et al., 1990;Davoine and Ravasi, 2012), whereby Italy and France share some characteristics such as the preferences for internal promotions and the recognition of seniority over performance (Segalla et al., 2001). This might also represent a fruitful avenue for future research. ...
... The career path of top managers in France is called the Latin model, and is characterised by high inter-functional and inter-company mobility. The Latin model relies on the selection of top managers in relation to their educational qualifications, i.e. corpsards or alumni of other elite Grandes Ecoles (Evans et al. 1989). More recent research by Davoine and Ravasi (2013) has shown that the model is still functioning in the same way. ...
... Within this framework, international transfers are viewed as maybe the most powerful strategy for developing global leaders (Adler & Bartholomew, 1992;Evans, Lank & Farquhar, 1990;Gregersen et al., 1998;Mendenhall, 1999;Yeung & Ready, 1995). Consequently, the careful selection and training of expatriates is not only seen as a prerequisite for successfully accomplishing the task goals of an international assignment but also as a means for developing the human resources that are necessary for meeting the challenges of a global business world. ...
Chapter
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The expatriate adjustment research literature has grown enormously since the late 1970s, and the trend seems to be continuing unabated as the field moves into the new millennium. Thus, it seems both timely and prudent to pause and take stock of the nature of this growth and the implications that it holds for future research and practice in the field.
... First, cultural differences have an impact. Evans et al. (1989) explain different patterns of the country-specific management of career development, such as the Germanic, Latin, Japanese and Anglo-Dutch Models. The following points illustrate how national culture may be more restrictive for females than for males. ...
Article
Purpose – The purpose of this paper is to further develop Global Talent Management (GTM) and the career literature by conceptualizing a model that uses widely discussed contemporary career concepts such as boundaryless career, protean career and kaleidoscope career, with a special focus on gender issues and contextual impact factors. This model contributes to the understanding of how GTM in multinational enterprises (MNEs) can be designed to fit lifelong career courses and to reduce talent scarcity by increasing the deployment of female talent. Design/methodology/approach – The authors develop a theoretical model of a talent’s lifelong development of career orientations, and draw insights from many discreet literature bases. Through a review of the relevant literature, this paper synthesizes a holistic approach to understand why MNEs need a tailor-made GTM with a particular focus on gender and a life phase-specific career orientation with strong local responsiveness. Findings – The Dynamic Career Cube is a hermeneutic model that helps to visualize the individual career course of talented employees and the fit of talent’s career orientations and GTM. Research limitations/implications – A research agenda that includes a retrospective analysis of biographies, especially considering contextual factors such as culture and role stereotypes, is proposed as a starting point for research in this field. Practical implications – The design and implementation of current GTM must be questioned to fit the contextual factors and to currently match the needs of talented male and female employees throughout their lifelong career course. Tailor-made GTM measures depending on the career phase are proposed. Originality/value – The paper provides a novel synthesis of the existing research and literature on GTM, gender and careers. By showing the complexity of individual career decisions that are influenced by internal and contextual factors, the paper emphasizes the importance of flexible, locally responsive and gender-inclusive GTM. The paper is useful for academics who seek insight into a talent’s decision-making process and practitioners who manage talent globally.
... This seems to be important for the understanding of the French conception of organizations and their approach to management. Table IV shows some typically French characteristics of the education and career paths of managers (Bauer and Bertin-Mourot, 1996;Evans et al., 1989;Davoine, Ravasi, 2013). Many of these have originated from the elitist Grandes Ecoles mostly based in Paris and Toulouse and have worked in a range of different industries (bank, automotive, electricity etc.). ...
Article
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The purpose of this paper is to examine whether characteristics of French organizations can be found in the Airbus Group, ancient European Aeronautic Defence and Space Company (EADS) Group, and how these characteristics have evolved over time in comparison to German one. The analysis shows that the Airbus Group reflects characteristics of French organizations: the importance of strategy, the principle of honour, centralization of decision and power, the role of the state in the capital and its influence via professional networks of its elite coming from the Grandes Ecoles. These findings confirm a relative continuity of national peculiarities over time. The recent evolution of the company also highlights the German influence, notably in terms of shares and management positions.
... In empirical cross-national research, national business elite have traditionally been defined as a group of managers exercising dominant positions at the top of the largest companies of a country (Bauer & Bertin-Mourot, 1999;Hartmann, 2007;Maclean, Harvey, & Chia, 2010). In Europe, comparative research on elite has long been dominated by studies about "national career models" and national forms of assets or capital hold by top managers, which are mostly related to the educational systems or to other institutionalized processes that select and develop so-called high potentials (Bauer & Bertin Mourot, 1996;Evans, Lank, & Farquhar, 1989). In recent years, however, these approaches have been increasingly challenged by the "globalization" of the business environment and by the growing international circulation of top managers (Ruigrok & Greve, 2008;Staples, 2007). ...
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... The US labour market is characterized by its reliance on the external labour market, with high mobility of managers and non-managerial staff between companies (Dore 1989;Evans et al., 1989). Nevertheless, large US companies have traditionally hired employees in "internal labour markets" (ILMs), preferring to hire and train their own employees rather than those taken them from the external labour market (Handy et al., 1988). ...
... ModèLes nationaux de déveLoppeMent des gestionnaiResSource: Evans, Lank et Farquhar (1989). ...
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... The argument rests in part on the assumption that for these units other more traditional control instruments fail to function. This notion has been repeatedly treated in the literature (Macharzina 1992, Wolf 1994, Evans et al. 1989, Baliga/Jaeger 1984. ...
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There has been considerable research on the issues of board-level representation by personnel/HR directors and senior HR managers' involvement in strategic decision making. Since the early 1990s there has been a growing interest in international HRM, reflecting the growing recognition that the effective management of human resources internationally is a major determinant of success or failure in international business. There is also evidence that HR constraints often limit the effective implementation of international business strategies. More recently, it has been argued that the more rapid pace of internationalization and globalization leads to a more strategic role for HRM as well as changes in the content of HRM. Yet, while there have been some attempts to integrate international corporate strategy and human resource strategy, surprisingly, the role of the corporate human resources function has been neglected, particularly in the context of the international firm. This article seeks to redress the balance. The question addressed is: what is the role of the corporate HR function in the international firm? To answer these questions empirical research was conducted in thirty UK international firms. We found an emerging agenda for corporate HR in international firms which focuses on senior management development, succession planning and developing a cadre of international managers. We conceptualize this as a strategic concern with developing the core management competences of the organization, and argue that it can be usefully analysed from the perspective of the learning organization.
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