000			05696nam a2200349 a 4500
001			ebr10080957
003			CaPaEBR
006			m u
007			cr cn|||||||||
008			020920s2002 enka sb 001 0 eng d
010			_z 2002512166
015			_aGBA2-Y6346
020			_z9781412932509
020			_z0761974040
020			_z0761974059 (PBK.)
040			_aCaPaEBR _cCaPaEBR
035			_a(OCoLC)70774198
050	1	4	_aHF5549 _b.J256 2002eb
082	0	4	_a658.3 _221
100	1		_aJackson, T. H. _q(Terence Hugh)
245	1	0	_aInternational HRM _h[electronic resource] : _ba cross-cultural approach / _cTerence Jackson.
260			_aLondon ; _aThousand Oaks, Calif. : _bSAGE, _c2002.
300			_axii, 252 p. : _bill.
504			_aIncludes bibliographical references (p. [231]-247) and index.
505	8		_aMachine generated contents note: Introduction: Beyond Human Resource Management 1 1. The Cross-Cultural Organization: The Multicultural Model 13 Swedish culture and people management - IKEA: managing cultural differences - The multicultural model - Cultural values - Other cultural dimensions - Some reflections on the cross-cultural organization - Spanish culture and work values - People management in Spain - IKEA in Spain - Implications for managers - An agenda for research. 2. The Strategic Organization: The Supranational Model 37 French culture and people management - Credit Lyonnais: the internationalization process - The supranational model - Strategies for international organizations - Integration and differentiation - Perlmutter's model - Implications for human resource management policy - An integrated strategic framework - Credit Lyonnais revisited - Implications for managers - An agenda for research. 3. The Competent Organization: The American Model 59 Andersen Consulting (Europe) - The American model - Why American theories might not apply abroad - Parochialism and universality - Management competences approach - European and international competences - The cultural regard for managers and their competences - Different degrees of internationalization of companies - Problems inherent within the competences model - Implications for managers: selection of managers and key staff - An agenda for research. 4. The Missionary Organization: The Dutch Model 81 The Dutch model: the missionary spirit - An American company in the Netherlands - Royal Dutch/Shell - Why expatriation? A strategic perspective - Is expatriation problematic? - Choosing expatriates - Acculturation - Why expatriation? The career perspective - Cultural factors in international career choice - Women and expatriation - Other cultural factors in international career choice - Implications for managers - An agenda for research. 5. The Motivating Organization: The Japanese Model 107 Corporate commitment - Task, job, career and organizational incentives - Needs, satisfaction and culture - The Japanese model and Matsushita - Japanese people management and Sumitomo Metal Industries - Do Japanese people management work techniques work outside Japan? Chiba International - Implications for managers: reward systems across cultures - An agenda for research. 6. The Learning Organization: The British Model 127 The British model - British management culture - British Petroleum - Action learning and the experiential approach - Transferability across cultures - The organizational learning concept - Training and development within a total model - From learning to knowledge: from Britain to Japan - Implications for managers: potential cross-cultural problems with the learning organization concept - An agenda for research: the cross-cultural challenge. 7. The Flexible Organization: The European Union Model 147 The European model - Digital Equipment Corporation (Europe) - The context of management and organizations in Europe - A European model of people management - Organization and work flexibility - Implications for managers: revisiting DEC (Europe) - An agenda for research. 8. The Joint Venture Organization: The Chinese Model 163 With Peter Xu Lu* The Blue Sword Group - Chinese work values - International joint ventures in China - Motivation and reward systems in Chinese international joint ventures - Implications for the management of joint ventures - An agenda for research. 9. The Transitioning Organization: The Post-Soviet Model 183 The post-Soviet model - Volkswagen-Skoda joint venture - German people management - Soviet management and organization - Soviet management in East Germany - Soviet personnel management - Post-Soviet people management - People management in the Czech Republic - Implications for managers: Western companies in Russia - An agenda for research. 10. The Stakeholder Organization: The Post-Colonial Model 203 The post-colonial model - People management in South Africa - Eskom - AECI Explosives Ltd - Germiston City Council - African people management - Indian people management - Culture and Indian managers - Indian management responses to liberalization - Implications for managers: indigenous knowledge and the stakeholder approach - An agenda for research: post-colonialism and hybridization. 11. Conclusion: The Future Organization 223.
533			_aElectronic reproduction. _bPalo Alto, Calif. : _cebrary, _d2013. _nAvailable via World Wide Web. _nAccess may be limited to ebrary affiliated libraries.
650		0	_aPersonnel management _vCross-cultural studies.
650		0	_aPersonnel management.
655		7	_aElectronic books. _2local
710	2		_aebrary, Inc.
856	4	0	_uhttp://site.ebrary.com/lib/rucke/Doc?id=10080957 _zAn electronic book accessible through the World Wide Web; click to view
999			_c157874 _d157874