企业人力资源开发中性别歧视的表现形式——基于内容分析的访谈研究

This study focuses on the issue of gender discrimination manifested in the process of human resources development (HRD). A theoretical model is developed based on prior literature. Scenarios of gender discrimination in enterprises are obtained from in-depth interviews. Results of content analysis indicate that gender discrimination in HRD have four forms of manifestation, namely occupational gender segregation, employment gender discrimination, glass ceiling, and gender salary discrimination. Compared with top and middle-level managers, employees can perceive more employment-related gender discrimination and less glass ceiling. There is no significant difference between female and male in the above four manifestations. Compared with other types of enterprises, gender salary discrimination is more likely to happen in private enterprises, and occupational gender segregation and glass ceiling are more prevalent in foreign funded enterprises. It is also found that gender discrimination often occurs at the stage of job arrangement in the process of HRD. Translated and revised from Guanli Shijie 管理世界 (Management World), 2008, (11): 110–118     

Shattering the Glass Ceiling: Some Successful Corporate Practices

This article describes "Project Breakthrough: A Survey of Corporate Practices for Shattering the Glass Ceiling." Evidence is presented that the "glass ceiling" remains intact in many areas. A list of barriers (social sterotypes) that support the glass ceiling are presented. Some corporate strategies found in the literature are also presented. Sixty-nine companies in the Houston area were surveyed. A summary score based on responses to thirty-four practices listed in the survey were computed. The top twelve organizations were identified as "distinguished," and site visits were conducted. The practices of these companies are listed.     

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.     

Paradoxes from the Individualization of Human Resource Management: The Case of Telework

In the context of change to the “new modernity” described in Beck’s work, companies develop management modes and methods that focus more and more on individuals. Constitutive of the individualization process, human resources practices have become ambivalent as the process itself. This contribution examines how a managerial and organizational innovation as telework contributes to the process of individualization, and the paradoxes it addresses to management. At the interface of the social and the technical, teleworking appears as a flexible arrangement, meeting employees’ and employer’s demands – which is a characteristic of the process of individualization – by simultaneously fragmenting collectivity, exposing individuals to social risk, and producing exclusion. The authors focus on two consecutive paradoxes of such individualized managerial practices: the individual–collective dilemma and the autonomy–control paradox. Finally, the paper reveals HRM as a new institution of individualization in a world where regulation functions are more and more transferred to individuals themselves.     

Expatriate management: An Australian tri‐sector comparative study

This article outlines research into the scope of the management practices of Australian private, public, and nongovernment sector organizations with respect to the selection, preparation, management, and repatriation of expatriates. The research also ascertains how important each of these aspects is considered to be in contributing to the success of expatriate assignments. Results indicate that the management practices of the nongovernment sector organizations are broader in scope than those of organizations in the other two sectors. Nongovernment sector organizations are more inclusive of families throughout the expatriate assignment. The importance of these four aspects in contributing to the success of an expatriate assignment is acknowledged by respondents in all sectors. © 2001 John Wiley & Sons, Inc.     

Determinants of Bribery in International Business: The Cultural and Economic Factors

Corruption Perceptions Index (CPI) scores for 47 countries reported by Transparency International were used to ascertain determinants of bribe taking in international business. Two sets of independent variables – economic and cultural – were used in a multiple regression analysis. Results indicate that bribe taking was more likely to be prevalent in countries with low per capita income and lower disparities in income distribution. Cultural factors such as high power distance and high masculinity in a country were also likely to be associated with high level of bribe taking. Both economic and cultural factors were important explanatory factors of bribery. Implications of the findings for combating bribery are discussed. Rajib Sanyal is an American Council of Education Fellow at George Mason University for 2004–2005, on leave from The College of New Jersey, where he is a professor of management. Dr. Sanyal has published widely, and is the author of a textbook on International Management.     

The Positive Effect of Green Intellectual Capital on Competitive Advantages of Firms

No research explored intellectual capital about green innovation or environmental management. This study wanted to fill this research gap, and proposed a novel construct – green intellectual capital – to explore the positive relationship between green intellectual capital and competitive advantages of firms. The empirical results of this study showed that the three types of green intellectual capital – green human capital, green structural capital, and green relational capital – had positive effects on competitive advantages of firms. Moreover, this study found that green relational capital was the most common among these three types of green intellectual capital, and the three types of green intellectual capital of Medium & Small Enterprises (SMEs) were all significantly less than those of large enterprises in the information and electronics industry in Taiwan. In sum, companies investing many resources and efforts in green intellectual capital could not only meet the trends of strict international environmental regulations and popular environmental consciousness of consumers, but also eventually obtain corporate competitive advantages. Dr. Chen is an assistant professor in the Department of Business Administration in National Yunlin University of Science & Technology in Taiwan. His research focused on management of technology, innovation management, corporate environmental management, and patent analysis.     

Discrimination, Harassment, and the Glass Ceiling: Women Executives as Change Agents

In this article, we discuss the relationships between discrimination, harassment, and the glass ceiling, arguing that many of the factors that preclude women from occupying executive and managerial positions also foster sexual harassment. We suggest that measures designed to increase numbers of women in higher level positions will reduce sexual harassment. We first define and discuss discrimination, harassment, and the glass ceiling, relationships between each, and relevant legislation. We next discuss the relationships between gender and sexual harassment, emphasizing the influence of gender inequality on sexual harassment. We then present recommendations for organizations seeking to reduce sexual harassment, emphasizing the role that women executives may play in such efforts and, importantly, the recursive effects of such efforts on increasing the numbers of women in higher level positions in organizations.     

The need for local agencies to provide expatriate support programs

This study assesses the need for local support services for the families of expatriate employees working in foreign countries. One major finding is that the spouses of expatriate employees have significantly different attitudes toward the need for local services than do company management. Second, our results indicate that the country of origin has a significant effect on the spouses' assessment of the need for local support and assistance. As a result of these findings, we conclude that the existence of local support services may have a significant impact on the location decisions, success, and retention of international firms. © 1995 John Wiley & Sons, Inc.     

Training and women: Some thoughts from the grassroots

Current assumptions and values with respect to management training for women are examined. A number of suggestions for change are made. The thrust of the changes will move us toward ensuring that education for women does not remain “education for frustration”, that is, education which gives women the desire for change in a world that remains the same. Many women have paid their dues, even a premium, for a chance at a top position, only to find a glass ceiling between them and their goal. The glass ceiling is not simply a barrier for an individual, based on the person's inability to handle a higher-level job. Rather, the glass ceiling applies to women as a group who are kept from advancing higher because they are women. (Morrison, White and Velsor, 1987, p. 13). Breaking the Glass Ceiling Can Women Reach the Top of America's Largest Corporations?     

Breaking the Glass Ceiling in Nigeria: A Review of Women's Entrepreneurship

The relevance of the age-long conundrum known as the glass ceiling has become ever more questionable for a number of compelling reasons. First, its root in the invisible barriers (push factors) facing women's career progression prospects in the corporate world is ever-changing at a rapid pace across every region of the globe. Second, research shows some evidence of a major dramatic increase in women-owned businesses as being attributable to women's desire to gain more flexibility in their work arrangements (pull factors). By providing a catalogue of pull factors in the context of African (especially Nigerian) women entrepreneurs, this paper argues that the glass ceiling problem may have well been shattered in numerous spheres, and thus become less tenable as a gender-specific reality in the twenty-first century.     

Through the Ethics Looking Glass: Another View of the World of Auditors and Ethics

Most people are familiar with the traditional view of the role of ethics in the auditing profession – the need for auditors with integrity and objectivity. This essay addresses a second dimension of ethics in the auditing profession – the demand for auditors to assess the integrity and ethical values of clients. This second dimension is a difficult task for auditors in practice and demands a deep and robust understanding of ethics, ethical infrastructures, and the products of those infrastructures. The essay proposes how educators and researchers might facilitate that understanding.     

Environmental Respect: Ethics or Simply Business? A Study in the Small and Medium Enterprise (SME) Context

In recent years there have been ever-growing concerns regarding environmental decline, causing some companies to focus on the implementation of environmentally friendly supply, production and distribution systems. Such concern may stem either from the set of beliefs and values of the company’s management or from certain pressure exerted by the market – consumers and institutions – in the belief that an environmentally respectful management policy will contribute to the transmission of a positive image of the company and its products. Sometimes, however, ethics and market rules are not enough to deal with this situation and specific laws must be considered. This is the case when companies base their activity on the ‹ethics of self-interest’ concentrating their efforts on projecting an adequate image – e.g. environmental respect – rather than fundamentally behaving in environmentally respectful ways. This article, taking as reference the SME context, discusses the reasons for implementing environmentally friendly systems. Both ethics and business seem to be relevant and, therefore, a certain balance between market and interventionism seems to be necessary.     

Responsible Leadership for Multinational Enterprises in Bottom of Pyramid Countries: The Knowledge of Local Managers

The gulf between multinational enterprises’ focus on high income countries and the reality of 80% of the world living in developing, bottom of pyramid (Hahn, J Bus Ethics 84:313–324, 2009) economies could magnify the anti-globalisation movement and political backlashes in the twenty-first century. The global financial crisis of 2008 and 2009 has increased such social tensions throughout the world and creates greater challenges for, responsible leadership. In this conceptual article, the authors analyse the value and identity of local managers, and the liability of foreignness caused by over-reliance on expatriate managers and under-reliance on local managers in bottom of pyramid countries (Hahn, 2009). It is argued that multinational enterprises need to assess local managers’ knowledge and contributions as having not only operational and market value, but also institutional value, such as access to local knowledge and local social capital; such a holistic approach will ensure fairer, equal treatment of all managers in the multinational enterprise. Responsible leadership in the twenty-first century requires a greater appreciation of local managers’ institutional value and the overcoming of any psychological distance towards local managers of bottom of pyramid countries.     

The effect of ethnic diversity on expatriate managers in their host country

Expatriate managers often encounter considerable obstacles in their overseas workplaces. While there is significant research on expatriate management and adjustment, relying on social identity and acculturation theories, little research addresses the expatriate experience of ethnic diversity in the host country. To address this gap, the aim of this study is to explore how Australian expatriate managers interpret their experience of working in a new and ethnically diverse workplace in Malaysia. The qualitative analysis suggests that the key to performing in such a context lies in the individual's ability to change and adapt beyond culture and language skills. The key managerial implication is that cross-cultural training can assist with the development of personal attributes by expatriate managers involved in ethnically diverse workplaces. Implications for future research are provided.     

The Stockholder – A Lesson for Business Ethics from Bioethics?

Business ethics – both stockholder and stakeholder theories – makes the same mistake as the one made by the traditional ethics of medicine. The traditional ethics of medicine was a teleological ethics predicated on the assumption that the goal of medicine was to prolong life and promote better health. But, as bioethicists have made plain, these are not the only or even the overriding goals of most patients. Most of us have goals and values that limit our desire for medical treatments. Similarly, the view of the stockholder in business ethics is that the stockholder has only one interest – profit. If stockholders have no other values or interests that would limit their desire for additional profit, their sole interest is in profit maximization. But investors are real people with interests and values that balance and limit their desire for profit. It would be an extremely odd individual who cared for nothing except more profit. And institutional investors are supposed to serve the interests of individual investors. Stockholders hold many stakes in the firms in which they invest. The conclusion that most stockholders have interests that would limit the pursuit of maximum profit has significant implications both for business ethics and for the management of for-profit corporations. Something like “informed consent for investors” is needed. Corporate managers, to the extent that they are to be agents of their stockholders, must not simply pursue profit maximization. They must ascertain the interests and values of their investors that limit the single-minded pursuit of profit.     

An Essay on the Origins of Entrepreneurial Opportunity

In this article, we apply a process of logical inference to draw conclusions about the origins of entrepreneurial opportunity from existing conversations in the field of strategic management. We equate the execution of a competitive strategy – as described in the strategic management literature – to the exploitation of an entrepreneurial opportunity – as described in the entrepreneurship literature. Given this assumption, we survey five extant theories of strategy in an attempt to categorize and describe the circumstances that define how and with what consequence entrepreneurial opportunity exploitation results in future opportunity. Given this review, we characterize the `outcomes’ of strategy execution as a function of the ‹match’ between strategy and environment in an effort to extend and refine Holcombe’s [Holcombe, Randall, 2003, Review of Austrian Economics 16(1), 25–43] position that entrepreneurial opportunity is born of prior entrepreneurial action.

‘Let your hook always be cast; in the pool where you least expect it, there will be a fish.’ Ovid, A.D. 17

     

Top management team heterogeneity and firm performance: An empirical research on Chinese listed companies

An empirical study of the 2001–2002 data from 356 Chinese companies listed in the Shanghai and Shenzhen stock exchanges indicates that within the social context of China the characteristics of a firm’s top management team have a different impact on firm performance from those of foreign countries. Also, the tenure heterogeneity and functional experience heterogeneity of the top management team are inversely related to firm performance. This paper analyzes and discusses the findings in detail and points out areas for future research. Translated from Guanli Pinglun 맜理评论 (Management Review), 2006, 18 (5): 54–60     

A Stakeholder’s Perspective on Human Resource Management

In order to understand the system wherein human resource management practices are determined by the interactions of a complex system of actors, it is necessary to have a conceptual framework of analysis. In this respect, the works of scholars (Mitroff, 1983, Stakeholders of the Organizational Mind, Jessey-Bass; Freeman, 1984, Strategic Management: A Stakeholder Approach, Pitman) concerning stakeholder theory opened new perspectives in management theory. An organisation is understood as being part of a politico-economic system of stakeholders who interact and influence management practices. Each stakeholder tries to optimise and protect his interests (Frooman, 1999, Academy of Management Review 24, 191–205; Savage et al., 1991, Academy of Management Executive 5(2), 61–75). The framework of stakeholder analysis enables escape from a purely instrumental approach to HRM, and avoids reducing our understanding of conflicts within companies to mere antagonism between employees and their employers. It enables us to point out the existence of other stakeholders in the relationship. Notably, it allows for the incorporation into management theory of actors from the sphere of politics (president of the republic, government, national elected representatives – deputies and senators – and locally elected representatives – mayors and regional councillors, etc.) as well as their dependent administrations. All these actors are considered to be stakeholders who define the legal framework of firm management and guarantee the application of these laws.     

Working with Corporate Social Responsibility in Brazilian Companies: The Role of Managers’ Values in the Maintenance of CSR Cultures

Corporate social responsibility (CSR) refers to the duty of management to consider and respond to issues beyond the organization’s economic and legal requirements in line with social and environmental values. However, ‘management’ is constituted by real people responsible for routine decisions and formulation and implementation of policies. It can be said therefore that the ethical ideals and beliefs of these individuals – in particular their personal values – play an important role in their decisions. It is contended in this article that the personal values of managers may contribute to the creation and maintenance of ‘CSR cultures’ in their organizations; that is, organizational cultures focused on ensuring environmental and social sustainability. Based on an exploratory study carried out in Brazil in 2008, this article explores the perceptions of five CSR managers in relation to the influence of their personal values on their work. The first part discusses the notion of CSR within the context of Brazilian society, the second provides a brief literature review on the link between values and organizational cultures and the third explores the perceptions of the participating managers, identifying the main thematic patterns that emerged in the study.