Packing for the trip: A model of competencies for successful expatriate hospitality assignment

This paper aims to propose a model to assist international hotel companies to prepare expatriate executives for their overseas assignments to minimize expatriate failure. Survey questionnaires measuring competences and skills of expatriation were administered to 66 representatives of the lodging associations and properties who are members in the International Hotel & Restaurant Association. Exploratory factor analysis findings indicate that three categories of attributes are keys for successful overseas assignments: personal competencies, global management skills, and expatriate adjustment. Human resource development professionals should be especially cognizant of identifying personal competencies as the distinguishing elements for selecting high-potential expatriate managers. Educational programs preparing students for work in international hospitality business should strive to expose students to all of the behavioral aspects of international hospitality business identified in this study.     

企业核心竞争力审计评价指标体系研究

企业核心竞争力审计是当前亟待研究的一项重要内容。本文在分析了企业核心竞争力构成要素及其内涵的基础上,从核心技术能力、核心管理能力、核心制造能力和核心市场能力四大方面着手,设计了一套由35个具体指标构成的企业核心竞争力审计评价指标体系,并建立其评价模型。     

Multisource Ratings Of Managerial Competencies And Their Predictive Value For Managerial And Organizational Effectiveness

This study examined the predictive value of multisource ratings of managerial competencies for managerial and organizational effectiveness. Data from 155 subordinates, 59 peers, and 28 supervisors were gathered in order to provide insight into their perceptions on managerial competencies for their managers. With regard to the outcome variable (i.e., effectiveness), both individual‐level (subordinates’, peers’, and supervisors’ ratings of managers) and organizational‐level (Balanced Scorecard) measures were used. As expected, subordinates, peers, and supervisors have distinct perspectives on the managerial competencies that are relevant for effectiveness. Moreover, the specific managerial competencies differ in terms of their predictive validity respectively for managerial and organizational effectiveness. The outcomes of our study suggest that a multisource and multimethod approach is valuable in assessing both managerial competencies and managerial and organizational effectiveness. Several implications for human resource management practices are discussed. © 2014 Wiley Periodicals, Inc.     

Literature in strategic management in the hospitality industry

This literature review of the research in strategic management in the hospitality industry covers the 2 year period of 2002–2003. Using a contingency model framework for the analysis the research reported in refereed journals in the field of hospitality is reported. Additionally, research that considered the context of the hospitality industry but published in non-hospitality refereed journals was also included. Key issues and needs in the area are provided at the conclusion.     

Chinese science and technology — Structure and infrastructure

This paper identifies and analyzes the science and technology core competencies of China, based on a sampling of approximately half of the total Chinese publication output in the Science Citation Index/ Social Science Citation Index (SCI/SSCI) [SCI. Certain data included herein are derived from the Science Citation Index/Social Science Citation Index prepared by the Thomson Scientific®, Inc. (Thomson®), Philadelphia, Pennsylvania, USA: © Copyright Thomson Scientific® 2006. All rights reserved. [1]] for 2005. Aggregate China publication and citation bibliometrics were obtained and a hierarchical research taxonomy, based on document clustering, was generated. Additionally, bibliometrics and thematic trends were tracked over the past two decades.The key findings were that China's output of research articles has significantly expanded in the last decade. In terms of sheer numbers of research articles, especially in cuting-edge technologies, such as nanotechnology and energetic materials, it is among the leaders. Compared to the USA, the bulk of China's articles focus on the physical and engineering sciences, while the USA articles (compared to China) focus on medical, social, and psychological sciences.     

Purchasing and supply management (PSM) competencies: Current and future requirements

Purchasing & Supply Management (PSM) competencies are the individual-level foundations of organisational PSM performance. In light of recent developments in the workplace and the external environment, the question of what PSM competencies are needed now, as well as in the future, becomes one of increasing importance. Analysing qualitative data from 46 interviews from 16 companies, this paper identifies what current and future competencies are required by PSM professionals, categorizes PSM competencies according to the framework established by Tassabehji and Moorhouse (2008) and establishes how these competency requirements have changed over the last ten years. The most important current competencies required by PSM professionals are negotiation, communication and relationship management (e.g. ‘Interpersonal communication’), strategy and analytics (e.g. ‘Strategic thinking’), as well as professional knowledge requirements (e.g. ‘Basic knowledge on PSM role & processes’). When looking at future requirements, competencies in the areas of sustainability and digitisation were identified as becoming increasingly important. Overall, 17 competencies in addition to those shown in Tassabehji and Moorhouse (2008) were identified. The most prominent new competency areas are related to digitisation (e.g. ‘eProcurement Technology’, ‘Automation’), innovation (e.g. ‘Innovative sourcing’) and sustainability. The interviewees also identified 11 new competencies within the interpersonal skills cluster, most of them at the intersection between competencies and traits (e.g. ‘Deal with Ambiguity’, ‘Curiosity’, ‘Passion’).     

Intercultural competencies for emerging markets: A contextualized approach

Emerging markets are increasingly important to researchers and managers focused on helping multinational enterprises to thrive in often attractive yet unfamiliar environments. However, empirical knowledge about emerging markets is relatively under-developed when it comes to managing international talent, particularly with regard to the specific demands placed on human capital in an emerging market context. We review the existing literature about macro-level trends and micro-level characteristics of emerging markets, and we conduct cluster analyses using secondary data in order to identify the individual intercultural competencies required for managers to succeed in this environment. We propose three context-specific competencies that are especially salient in response to the complexities of emerging markets – recognizing perspectives, managing relationships, and navigating uncertainty. Finally, we discuss organizational implications and future research directions for those seeking a more nuanced view of talent management via contextualization.     

企业位势竞争力指标体系及评价探讨

许多生存和发展比较好的中小型企业,甚至一些大型企业,并没有形成核心竞争力,因此,企业的发展动力来源于位势竞争力。文章提出了位势竞争力的概念,并就其构成要素、识别和评价方法进行了阐述。     

影响高职院校学生关键能力的因素和培养策略

影响学生关键能力形成的因素包括课程设置、教学模式、实习实训、学生能力等。高职院校应采用提高双师型教师素质、分级设置课程模块、聘用兼职教师、校企合作工学结合、教学方法以能力为主导等策略来培养学生的关键能力。     

Leadership substitutes and personality impact on time and quality in virtual new product development projects

Leadership, personality, and organizational factors were analyzed to measure their combined effect on virtual‐based product development time and scope‐quality performance. Over 1,000 team members were surveyed. MANCOVA was used to test if leadership, personality project, and/or organizational factors impacted performance. All realistic factors were included to detect leadership substitutes moderation, mediation, and prediction. Bias was reduced by not surveying leaders, by using reverse item coding, and by checking social desirability. Experimental control and common method variance were managed by including multilevel and multisource data. Performance was objectively computed from organizational data. The findings were that transactional leadership (not transformational) and some personality attri‐butes (leader substitutes) were significant factors, increasing project scope quality and time performance. This article was published online on September 29, 2010. An error was subsequently identified. This notice is included in the online and print versions to indicate that both have been corrected. See the correction noted on the seventh page of the print version of the article.