The relationship between leader–member exchange and employee outcomes: review of past themes and future potential

Management Review Quarterly - Research on leader–member exchange (LMX) has gained momentum with a large number of studies investigating its impact on multiple levels. This article...     

The coffee-machine system: how international selection really works

The literature on expatriate selection tends to present lists of criteria, with the implicit assumption that the process is formal and rational. The limited empirical work there is in this area suggests that these criteria have little impact on selection in practice. This paper argues that a deeper understanding of selection systems is needed and presents research showing the outcomes of different kinds of systems, suggesting that closed, informal systems predominate and outlining the practical and research implications of such systems.     

ARE ALL ECONOMIC FACTS GREATLY EXAGGERATED? THEORY COMPETITION AND SELECTIVITY

Abstract ..There is growing concern and mounting evidence of selectivity in empirical economics. Most empirical economic literatures have a truncated distribution of results. The aim of this paper is to explore the link between publication selectivity and theory contests. This link is confirmed through the analysis of 87 distinct empirical economics literatures, involving more than three and a half thousand separate empirical studies, using objective measures of both selectivity and contests. Our meta–meta‐analysis shows that publication selection is widespread, but not universal. It distorts scientific inference with potentially adverse effects on policy making, but competition and debate between rival theories reduces this selectivity and thereby improves economic inference.     

Global champions: Who's paying attention?

Multinational corporations are increasingly reliant on a cadre of key individuals for organizational cohesion, and to implement globalization strategies. Survey evidence, however, suggests that many firms are mismanaging the performance, reward, and recognition of these “global champions.” Existing HRM literature largely overlooks the problem. Drawing on a “holistic HRM” analytical framework, the research reported here evaluates how a sample of leading MNEs is addressing this challenge as a source of transnationally competitive advantage. © 2001 John Wiley & Sons, Inc.