Issue-Contingent Effects on Ethical Decision Making: A Cross-Cultural Comparison

This experiment examined the effects of three elements comprising Jones' (1991) moral intensity construct, (social consensus, personal proximity, and magnitude of consequences) in a cross-cultural comparison of ethical decision making within a human resource management (HRM) context. Results indicated social consensus had the most potent effect on judgments of moral concern and judgments of immorality. An analysis of American, Eastern European, and Indonesian responses also indicted socio-cultural differences were moderated by the type of HRM ethical issue. In addition, individual differences in personal ethical ideology (relativism and idealism) varied reliably with moral judgments after controlling for issue characteristics and socio-cultural background.     

Expatriate management: Comparison of MNCs across four parent countries

This article reports the results of a study of expatriate management and headquarters‐subsidiary relations in 29 American, British, German, and Japanese multinationals and a sample of 46 of their foreign subsidiaries based on face‐to‐face and telephone interviews with key international HR, subsidiary HR, and subsidiary managing directors. We found that earlier studies, heavily weighted with U.S. multinationals, cannot necessarily be applied to expatriate management experiences of other national industrial countries. Also, expatriate management is more similar for American and British MNCs, while both German and Japanese multinationals in our sample had fairly distinct systems of using expatriates in their foreign subsidiaries. Thus, we can discuss at least three fairly distinct models of expatriate management and corporate‐foreign‐subsidiary control. © 2000 John Wiley & Sons, Inc.     

Technical Professionals in Cross-functional Teams: Their Quality of Work Life

The idea that R&;D professionals typically spend a considerable amount of their time working as members of teams makes sense. After all, plenty of research indicates that the use of cross-functional teams improves the effectiveness of product development efforts. However, the increasing use of cross-functional teams raises an important question for researchers and R&;D practitioners: Does the use of cross-functional teams improve the quality of work life for technical professionals?Rene Cordero, George F. Farris, and Nancy DiTomaso address this question in study of 1,714 R&;D professionals working on projects. They suggest that being a member of a cross-functional team may be more demanding than working as a member of a functional project group. On the other hand, they expect that working on a cross-functional project team may be more rewarding than working in a functional project group. Their study tests these hypotheses by examining the relationships between measures of the extent to which respondents work on cross-functional teams and five measures each of the participants’ job demands and positive job outcomes.The study identifies positive relationships between working on cross-functional teams and the five positive job outcomes studied: job growth, job security, membership in successful teams, earning money, and job satisfaction. The study finds less consistent and weaker relationships between working on cross-functional teams and the five job demands studied. Specifically, the study identifies positive relationships between working on cross-functional teams and the following job demands: effort, job involvement, and considering a lot of difference of opinion. The results of this study do not find a conclusive relationship between cross-functional team membership and time pressure. And contrary to expectations, the study finds a negative relationship between working on cross-functional teams and job stress.Comparing the responses of participants who work on project teams with those who do not, the results of the study indicate that respondents who work on project teams face greater job demands than positive job outcomes. However, working on cross-functional teams seems to increase positive job outcomes more than job demands. In other words, working on cross-functional teams appears to increase the quality of work life for the technical professionals in this study.     

How Can Companies Go Global? Global Integrators and the Global Mindset

Companies continue to look for better and faster ways to globalise. Organisation researchers have not yet identified the many possible integrators for globalising a company, particularly those which are most powerful. This study examines the literature relative to globalisation and presents the results of a survey of senior managers/HRD professionals of 20 global companies in Asia, Europe and the Americas     

Two representations of information structures and their comparisons

Decisions in Economics and Finance - This paper compares two representations of informativeness.