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Cynthia Fetterolf 《Thunderbird国际商业评论》1990,31(6):22-26
Hiring and retaining local employees for an overseas plant or office calls for abandoning ordinary American hiring techniques and assumptions and rethinking the entire process. When hiring a national, whether a manager or lower-level employee, you must be acutely aware of that country's cultural mores. Only then can you best fulfill your organization's goals while simultaneously meeting the needs of the employee. 相似文献
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AAhad M. Osman-Gani Tan Wee-Liang Toh Thian-Ser 《International Journal of Training and Development》1998,2(2):119-127
The emerging economies of the Asia-Pacific region form a major arena of increasing overseas business operations. Yet little is known about the training provided by companies to develop managers for overseas assignment in the region. This article examines the training provided by Singapore-based companies for their business operations in the Asia-Pacific region and provides an insight into the companies’ training curriculum. 相似文献
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Sally Stewart 《Thunderbird国际商业评论》1992,34(2):165-179
This is a preliminary attempt to look at the environment within which senior executives in the People's Republic of China (PRC) operate and to throw some light on their managerial behavior. It tries to compare the way in which they allocate their time between various activities with Mintzberg's findings on the behavior of Western managers. The spread of Western-style management training in China during the last decade is discussed, and the fact that the managers studied made the effort to set aside significant amounts of uninterrupted time for their own personal education is pointed out. 相似文献
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去年以来,有关中国车销往海外的新闻可谓林林总总,着实让人有点眼晕。屡次爆出的国内汽车自主品牌撬动海外市场的消息,正在向人们暗示:在国内车市受挫后,中国汽车自主品牌对海外市场的欲望开始炽热。 相似文献
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Jon Aarum Andersen 《Business ethics (Oxford, England)》2005,14(4):392-404
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The ethical behavior of marketing managers was examined by analyzing their responses to a series of different types of ethical dilemmas presented in vignette form. The ethical dilemmas addressed dealt with the issues of (1) coercion and control, (2) conflict of interest, (3) the physical environment, (4) paternalism, and (5) personal integrity. Responses were analyzed to discover whether managers' behavior varied by type of issue faced or whether there is some continuity to ethical behavior which transcends the type of ethical problem addressed. 相似文献