Whistleblowing: A Study of Managerial Differences

A whistleblowing survey was completed by a sample of upper-level, middle-level, and first-level managers. A variety of individual, organizational, communication climate, and moral perception variables related to whistleblowing were examined across managerial levels using an ANOVA analysis. Results indicate significant differences with respect to most variables examined. Recommendations are made for practitioners and future research.     

Comparing Indian and American Managers on Whistleblowing

A whistleblowing survey was completed by a sample of Indian and American managers. A variety of individual, organizational, and moral perception variables related to whistleblowing were examined with respect to potential differences between these two groups. Differences were analyzed by means of T tests. Findings suggest that differential cultural influences are associated with a number of whistleblowing issues. The paper includes an assessment of the limitations of the sudy and recommendations for future research.     

Examining the overseas staffing options utilized by Australian headquartered multinational corporations

MNCs need to use a range of options to manage their international operations. The aim of this study was to enhance understanding of how MNCs staff international management positions using a sample of top Australian MNCs across a range of industries. The rationales executives gave for their MNCs' staffing of international management supported selecting managers with higher competency levels for complex overseas assignments. Staffing options were chosen to reduce risks from cultural friction, divergent goals, and asymmetry in knowledge between the parent company and the host operation, chiefly through staffing by parent country nationals (i.e. long-term expatriates, Australians or Westerners already living in the host country or abroad, domestic international managers). Host country managers were used to reduce risks that arose from not being responsive to the host environment and to avoid costs, and when they were least risky to the firm. By contrast, the staffing options also served practical purposes, including deploying expatriate managers to provide skills (competencies) and, less frequently, to develop managers for future management positions in the organization.     

Blowing the Whistle on Less Serious Forms of Fraud: A Study of Executives and Managers

A whistleblowing survey was completed by 725 executives and managers. A variety of individual, organizational, and moral perception variables were examined and hypotheses developed with respect to the likelihood of their blowing the whistle on less serious fraud. Major determinants of blowing the whistle on less serious fraud were identified by means of a stepwise multiple regression analysis. Results are presented and recommendations made for practitioners and future research.     

Repatriation of European female corporate executives: an empirical study

The increased internationalization of business in recent years has made the understanding of international human resource management problems more important for executives in multinational companies. In recent years, researchers have paid considerable attention to the issues of adjustment of managers to international assignments. Interestingly, comparatively little research has been undertaken on the topic of repatriation, i.e. re-entry and readjustment of international managers and their families to their home countries. Despite the growth of women in international management there are very few studies that document the repatriation experiences of female international managers. In particular, very few studies have been conducted outside North America on the topic of repatriation of female corporate executives. This paper reports on the experiences of re-entry to home organizations and home countries by an exclusively senior sample of female international managers in Western Europe. Based on extensive empirical research, the findings establish that the repatriation phase of the international career move may be even more stressful than expatriation. The findings also establish that female international managers experience more difficulties than their male counterparts because of their pioneering roles. Finally, the paper suggests that home-based mentors and access to networks while abroad are important factors in contributing to the successful repatriation of international managers. The research findings make a theoretical contribution, not only to the analysis of gender and international human resource management but, also, to wider debates within the contemporary women in management and career theory literatures.     

近朱者赤:伦理型领导如何影响员工内部揭发意向?

鉴于员工内部揭发能有效阻止企业中的非伦理行为,很多研究开始关注员工内部揭发问题。本研究着眼于员工内部揭发的伦理性,认为伦理型领导能够降低员工的道德推脱意识,从而正向影响员工内部揭发意向;员工感知的社会责任感正向调节伦理型领导对员工道德推脱的作用。本文通过三个阶段的数据收集,得到232套有效问卷。实证结果表明:(1)伦理型领导能够显著正向影响员工内部揭发意愿;(2)道德推脱在伦理型领导和内部揭发间起中介作用;(3)员工感知的企业社会责任对道德推脱在伦理型领导与内部揭发之间的间接关系起到调节作用,也即只有当员工感知到企业承担更多的社会责任时,伦理型领导通过道德推脱影响员工内部揭发意向的中介作用是显著的。本文在理论上丰富了伦理型领导与员工内部揭发之间作用机制的研究,对有效促进组织内部揭发的途径有重要启示作用。     

Retaining and satisfying project managers – antecedents and outcomes of project managers’ perceived organizational support

Although theory and research from the domains of organizational behavior and human resource management suggest that individuals’ perceived organizational support (POS) plays a crucial role in enhancing job satisfaction and in reducing turnover intentions, there is a lack of research applying Organizational Support Theory to the realm of project management. Project-based organizations have an increasing demand for highly qualified project managers who feel supported by their employing organization and intend to remain in their positions. Therefore, the primary objective of the present study was to investigate predictors of project managers’ POS (both from a career management and from a project portfolio management perspective) and to examine how this variable related to their job satisfaction and intention to quit their project manager position. Using a sample of 541 project managers and 135 project portfolio coordinators nested in 135 firms, the analysis revealed that POS related positively to project managers’ job satisfaction and negatively to their turnover intention. A career path for project managers was positively associated with POS, especially when it was accompanied by adequate qualification opportunities. Results further stress the significance of top management involvement and the support of project management offices for project managers’ POS.     

In search of the changing role of the corporate human resource function in the international firm

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.     

Comprehensiveness versus Pragmatism: Consensus at the Japanese–Dutch Interface

abstract    By comparing the views of managers working at the interface of two consensus-oriented societies, Japan and the Netherlands, we show important differences between the consensus decision-making processes as seen by Japanese and Dutch managers. These differences relate to how complete the agreement of opinion should be in order to speak of consensus, with the Japanese managers demanding a more complete consensus than the Dutch. The processes and conditions that Japanese and Dutch managers see as leading to consensus also differ. Japanese consensus is based on a more ordered, sequential process than Dutch consensus. Our respondents differed deeply regarding the role of the hierarchy in their own and the others' consensus processes, with both Japanese and Dutch managers seeing their own consensus process as less hierarchical. Our findings show that the concept of consensus is interpreted quite differently by Japanese and Dutch managers. This is an important warning for companies operating at the interface of these two societies. More in general our research illustrates the usefulness for international management research of detailed comparative studies focusing not on stark contrasts but on more subtle differences between management practices.     

The compensation of top managers and the performance of Italian firms

This paper examines one of the most studied aspects regarding the compensation of top managers: the relationship between remuneration and corporate performance. The principle research objective is to find evidence of this correlation in Italian companies. Based on a sample of 145 Italian companies listed on the Milan Stock Exchange, as analysed during the period between 2004 and 2009, the research findings do not demonstrate a link between company performance and the pay of top managers. Another empirical result that should be highlighted is the presence of a greater correlation between rate of pay and company size, in terms of stock turnover, which demonstrates the likely presence, at least in certain situations, of a dimensional premium that is to the benefit of the managers of larger companies. This research project evidences empirical results in the Italian context that support the findings of the most important international literature on the subject, as regards the absence of a connection between the compensation of managers and the performance of their firms.     

Human resources roles: ideal versus practiced: a cross-country comparison among organizations in Asia

Human capital and its associated principles of talent management are sound platforms on which to leverage a company's fundamental resources to attain corporate goals. Unfortunately, the importance of human resource management (HRM) within organizations is often overlooked. The fundamental problem observed by many researchers in the HRM field is the discrepancy between what are considered ideal HRM roles and what is actually practiced by HRM managers. To understand the current human resource (HR) philosophy and the specific roles practiced by HR professionals among Asian companies, a survey was conducted with 377 HR managers in four Asian countries – India, Indonesia, Malaysia, and the Philippines. Our research has shown and, hence, reiterated the sense that there are considerable differences between the current HR functions as practiced and the ideal HR functions, as indicated by the survey respondents. In addition, the survey results have identified significant differences among countries, especially in areas such as strategic practices and the roles of HR managers. Differences between practice and ideal in HR administration are also observed at different levels of management. It was also observed that differences among countries exist depending on the type of organization, the size of the organization, and whether the HR managers work for HR departments or for other functional departments.     

Evaluating international managers' performance: parent company standards as control mechanism

The study argues that performance appraisal systems are a way to control international managers' behaviour and international operations in general. It examined the influence of three types of antecedents on the use of par-ent company standards as evaluation criteria, i.e. the power of international managers, international managers' commitment to the parent company and the company culture. The study used a sample of 162 internationals from four Belgian and one British parent company. The results indicated that international managers in high power positions were evaluated according to parent company standards. These managers were completing their foreign assignment in South America and Asia (uncertainty absorption), they had managerial jobs (centrality) and each was only one of a few other international managers in the host company (substitutabil-ity). Contrary to expectations,. they also showed a high degree of intercul-tural interaction.     

Exploring the Relationship Between Rework Projects and Risk Indicators

When projects fail to adequately meet requirements, organizations are forced to either abandon the project or to initiate a new project to address the original project requirements. Because the organization already has experience with and exposure to many project details, it is possible that the second attempt to address the original requirements (a rework project) will create different challenges for the project team. The purpose of this study was to examine risk indicators for rework projects and to determine whether or not risk indicators were the same or different for rework projects. A risk indicator is a factor that has predictive power about the likelihood of a risk occurring in the course of a project's life cycle. The projects studied for this research were undertaken by a large engineering design organization. The results show that there are some important differences in the types of risk indicators experienced by project managers and project teams in rework projects. Specifically, the risks associated with project urgency, quality, and technological changes were more common in rework projects. By understanding and attending to these differences in rework project risks, project managers will be better equipped to successfully guide rework projects to completion.     

Using decision modeling to examine management consensus: A study of a maintenance management control system

Using a decision modeling approach, this research examined differences across levels of management in a large construction company concerning the criteria for a maintenance management control system. The six criteria were cost efficiency, productivity improvement, materials management, unification of work control, planning and scheduling, and information and retrieval. A decision-making exercise was constructed that asked the respondent to make recommendations concerning the approval or disapproval of 32 hypothetical maintenance management systems. Among the 60 managers who completed the exercise, there was evidence of significant differences across levels of management concerning the criteria for a maintenance management control system. Additionally, distortions were observed between what the managers said was important and what their decisions indicated. These data demonstrate that the decision modeling approach presented can be effectively used to examine the degree of consensus within an organization.     

International assignments: is there a role for gender and race in decisions?

The authors argue that international managers and researchers need to avoid an ostrich-like attitude of ‘gender and race blindness’ when dealing with diversity in the workforce. This issue is addressed specifically in the case of international assignments. The paper draws on previous studies investigating gender, race and international assignment, and considers a sample of regulations pertaining to gender and race in the context of international assignment decisions. The authors present the results of a preliminary study focusing specifically on the interplay of these variables. Based on the issues discussed, the authors examine selection, preparation and support activities as important avenues for meaningfully incorporating gender and race into the international assignment process.     

The consensus between Italian HR and sustainability managers on HR management for sustainability-driven change – towards a ‘strong' HR management system

By sustainability-driven change, we mean the transformation of a company into an active agent of broad sustainable development. This paper focuses on two key features of this transformation: (i) the key role played by the company's human resource (HR) management system within that process; and (ii) the fact that the transformation involves a variety of agents and that, among others, HR and sustainability managers are pivotal to the success of the process. Gaining consensus between them on those aspects of the HR system that support sustainability-driven change is a key success factor, as it results in a ‘strong' HR management system that sends coherent messages to the organization. In addition, consensus between the two managers can be critical in preparing a compelling business case for sustainability for the senior management of the organization. This paper explores the level of consensus between the HR and sustainability managers using a survey of 89 managers in Italian companies committed to sustainability. The results of our research indicate which elements of an HR management system are seen as important for sustainability-driven change by both the HR and the sustainability managers and what differences in perception exist between them. Based upon our findings, implications for HR practice and research are then advanced and discussed.     

Expatriate or local bosses? HCN subordinates' preferences in leadership behaviour

This article explores host-country national subordinates’ preferences in leadership behaviour comparing expatriate bosses and local bosses. From a sample of 240 middle managers in Hong Kong with experience with both local Chinese bosses and expatriate bosses from a broad spectrum of Western and Asian countries, it was found that the subordinate managers assessed the leadership behaviour of their expatriate bosses to be significantly closer to that of their perceived ideal boss. American leadership behaviour was the most preferred and Japanese leader style was the least preferred, with British leadership style comprising a middle group. Implications of these findings for international business firms and future academic research are discussed.     

Differences in Perceptions of Human Resource Development Across Countries

Abstract

This study sought to determine whether managers within a multinational enterprise (MNE) differed in their perceptions of selected human resource development practices in their organization. The study also sought to identify whether the managers' perceptions could be clustered by the countries in which they reside. The study was based on cluster research studies that have been conducted in the field of cross-cultural management. Cluster research has suggested that systematic differences in an individual's perceptions of organizational variables can be expected to occur, which are based on culture and national identity. The results of this study showed that differences in perceptions about human resource development existed among managers and that the managers' responses could be clustered into five relatively distinct country clusters.     

Willingness to relocate internationally

This study used a sample of 405 managers and their spouses from twenty Fortune 500 multinational corporations to document the availability of American managers for international assignments. Aside from their spouses' feelings about international relocation, managers' willingness to relocate internationally was also predicted by their own attitudes about moving in general and their willingness to relocate domestically. Implications for human resource policy suggest that corporations must increasingly focus on human resource policies targeted toward the spouse. Results suggested that monitoring managers' intentions to relocate will enhance the organization's ability to adequately staff international sites with experienced managers. © 1995 by John Wiley & Sons, Inc.     

Analyzing internationalization configurations of SME's: The purchaser's perspective

This article focuses on the international purchasing behavior of small- and medium-sized industrial firms in Denmark. Based on taxonomy of internationalization configurations defined by the import and the export share of firms, the article explores the differences in these configurations seen from a purchasing perspective. The taxonomy reveals four internationalization configurations: international sourcers, globals, locals, and international sellers. Based on the taxonomy, the researchers diagnose the differences between firms in each of the configurations and find that psychic distance, risk, and control are unimportant factors compared to conventional findings. On the other hand, close cooperation between the firm and the international partners is important when explaining differences in internationalization configurations. The paper concludes by recommending possibilities for future research and by advising managers as to increase their success.