Part 1 The Cultural Context: The Cultural Context of Europe - A Tentative Mapping, Christopher Le... more Part 1 The Cultural Context: The Cultural Context of Europe - A Tentative Mapping, Christopher Leeds, Paul S. Kirkbride and Jim Durcan Leadership in the European Context - Some Queries, Jim Durcan and Paul S. Kirkbride Cultural Conflicts and Synergies in the Management of French-German Joint Ventures, Bianka Lichtenberger and Gerard Naullea European Human Resource Management - Reflection of, or Challenge to, the American Concept?, Chris Brewster. Part 2 Developments in the European Community: The Single European Market and the Human Resource Management Response, Chris Hendry Trends in European Human Resource Management - Signs of Convergence?, Chris Brewster, Ariane Hegewisch and Lesley Mayne Human Resource Management and Human Resource Information Systems in Europe 1992 - Hopes and Reality, Michael Kavanagh and Christian Scholz. Part 3 Developments in Eastern Europe: The Transition to a Market Economy and its Implications for Human Resources Management in Eastern Europe, Joseph Prokopenko The Transfer of Managerial Knowledge to Eastern Europe, Jean Woodall Realities, Paradoxes and Perspectives of Human Resource Management in Eastern Europe - The Case of Czechoslovakia, Marian Kubes and Peter Benkovic. Part 4 Creating the Pan-European Manager: Creating International Managers - Recruitment and Development Issues, Hugh Scullion Developing the Middle Manager for Globalization - The Case of Electrolux, Mike Regan Competences for the Pan-European Manager, Kevin Barham and Ariane Berthoin Antal. Part 5 Conclusion: Current Trends, Future Prospects and a Research Agenda, Paul S. Kirkbride.
[Extract] Conciliation has been officially acknowledged as 'one of the key institutions of to... more [Extract] Conciliation has been officially acknowledged as 'one of the key institutions of today's industrial relations systems' and as having 'displaced other dispute settlement procedures as the main government instrument for maintaining industrial peace' (ILO, 1983, p. 1). In Hong Kong conciliation developed in an ad hoc fashion without legal underpinning. However, with the passing of the Labour Relations Ordinance in 1975, this changed and conciliation has become both a legally regulated and formally structured procedure. At the end of the 1970s England and Rear (1981, p. 321) noted that in Hong Kong 'ordinary conciliation remains the essential and most heavily used method for resolving disputes' and as such represents 'the central role now played by the Labour Department in Hong Kong's system of industrial relations'; a development consistent with the International Labour Office's observation of a worldwide trend. Defined as 'a procedure for the settlement of labour disputes which is aimed at helping the parties to the dispute to reduce their differences and achieve agreement' (ILO, 1983, p. 1), 'conciliation' as surveyed in the studies of both Singapore and Hong Kong reported here includes 'mediation', whereby the third party may advance new proposals for the disputants to consider rather than simply facilitate reconciliation with the existing ones.
Data were collected from 151 Hong Kong organisations to determine the effect of culture, firm siz... more Data were collected from 151 Hong Kong organisations to determine the effect of culture, firm size, level ofunionsation and several indices related to the presence of an HRM department within the firm on Human Resource Management (HR) practices. Culture was a relatively weak predictor of HR practices. Existence of an HRM department and level of unionisation were moderate predictors while firm size and the existence of specialised training departments within the HRM department were the strongest preditors of HR practices.
The paper describes the symbolic representation of corporate culture within the context of a Hong... more The paper describes the symbolic representation of corporate culture within the context of a Hong Kong Chinese company in the broader context of strategic responses to the international intersection of organisation and management systems. This symbolic representation incorporates and indexes aspects of a Western culturally constituted world that is largely alien to one important stakeholder group, namely, the Chinese organisation membership. Such a disjuncture engenders an inhibition to an effective reading of the corporate culture message, so weakening the effect of the intended change. The paper discusses three interlocking themes. First, the issue of the emulation of the corporate culture notion, as conceived and formulated in the USA, in other cultural settings. Second, a consideration of a multi-stakeholder perspective on corporate culture, in which it is considered as a strategic move with respect to externalities rather than the internal system. Third, the intersection of management systems which results in mutual inter-penetrations, thus engendering responses of appropriation, adaptation and hybridity rather than merely imposition or assimilation. The author feels such interactive aspects of international business and the associated responses are in need of greater attention.
Discusses ways in which Chinese conflict management differs from the Western approach. Several Ch... more Discusses ways in which Chinese conflict management differs from the Western approach. Several Chinese values that have relevance for organizational behavior are discussed: harmony, collectivism, conformity, power–distance relationships, holism, face and shame, reciprocity, and guangxi. Chinese organizations are characterized by large power–distance, respect for authority, and strict hierarchical arrangements. Any intervention that challenges authority or that threatens with the need to open up and confront conflict and which calls for a high level of self-disclosure is not likely to meet with an enthusiastic response. Data from a study of 60 British and 75 Chinese executives are presented. Chinese executives favored less assertive compromising and avoiding styles, while British Ss favored more assertive collaborating and competing styles. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
... Terry Leap is Professor of Management and David Grigsby is Associate Professor of Management,... more ... Terry Leap is Professor of Management and David Grigsby is Associate Professor of Management, both at the Department of Management, Clemson University. ... We Page 4. COMMUNICATIONS 625 hope that conceptualizations such as ours will help avoid such mistakes. ...
Part 1 The Cultural Context: The Cultural Context of Europe - A Tentative Mapping, Christopher Le... more Part 1 The Cultural Context: The Cultural Context of Europe - A Tentative Mapping, Christopher Leeds, Paul S. Kirkbride and Jim Durcan Leadership in the European Context - Some Queries, Jim Durcan and Paul S. Kirkbride Cultural Conflicts and Synergies in the Management of French-German Joint Ventures, Bianka Lichtenberger and Gerard Naullea European Human Resource Management - Reflection of, or Challenge to, the American Concept?, Chris Brewster. Part 2 Developments in the European Community: The Single European Market and the Human Resource Management Response, Chris Hendry Trends in European Human Resource Management - Signs of Convergence?, Chris Brewster, Ariane Hegewisch and Lesley Mayne Human Resource Management and Human Resource Information Systems in Europe 1992 - Hopes and Reality, Michael Kavanagh and Christian Scholz. Part 3 Developments in Eastern Europe: The Transition to a Market Economy and its Implications for Human Resources Management in Eastern Europe, Joseph Prokopenko The Transfer of Managerial Knowledge to Eastern Europe, Jean Woodall Realities, Paradoxes and Perspectives of Human Resource Management in Eastern Europe - The Case of Czechoslovakia, Marian Kubes and Peter Benkovic. Part 4 Creating the Pan-European Manager: Creating International Managers - Recruitment and Development Issues, Hugh Scullion Developing the Middle Manager for Globalization - The Case of Electrolux, Mike Regan Competences for the Pan-European Manager, Kevin Barham and Ariane Berthoin Antal. Part 5 Conclusion: Current Trends, Future Prospects and a Research Agenda, Paul S. Kirkbride.
[Extract] Conciliation has been officially acknowledged as 'one of the key institutions of to... more [Extract] Conciliation has been officially acknowledged as 'one of the key institutions of today's industrial relations systems' and as having 'displaced other dispute settlement procedures as the main government instrument for maintaining industrial peace' (ILO, 1983, p. 1). In Hong Kong conciliation developed in an ad hoc fashion without legal underpinning. However, with the passing of the Labour Relations Ordinance in 1975, this changed and conciliation has become both a legally regulated and formally structured procedure. At the end of the 1970s England and Rear (1981, p. 321) noted that in Hong Kong 'ordinary conciliation remains the essential and most heavily used method for resolving disputes' and as such represents 'the central role now played by the Labour Department in Hong Kong's system of industrial relations'; a development consistent with the International Labour Office's observation of a worldwide trend. Defined as 'a procedure for the settlement of labour disputes which is aimed at helping the parties to the dispute to reduce their differences and achieve agreement' (ILO, 1983, p. 1), 'conciliation' as surveyed in the studies of both Singapore and Hong Kong reported here includes 'mediation', whereby the third party may advance new proposals for the disputants to consider rather than simply facilitate reconciliation with the existing ones.
Data were collected from 151 Hong Kong organisations to determine the effect of culture, firm siz... more Data were collected from 151 Hong Kong organisations to determine the effect of culture, firm size, level ofunionsation and several indices related to the presence of an HRM department within the firm on Human Resource Management (HR) practices. Culture was a relatively weak predictor of HR practices. Existence of an HRM department and level of unionisation were moderate predictors while firm size and the existence of specialised training departments within the HRM department were the strongest preditors of HR practices.
The paper describes the symbolic representation of corporate culture within the context of a Hong... more The paper describes the symbolic representation of corporate culture within the context of a Hong Kong Chinese company in the broader context of strategic responses to the international intersection of organisation and management systems. This symbolic representation incorporates and indexes aspects of a Western culturally constituted world that is largely alien to one important stakeholder group, namely, the Chinese organisation membership. Such a disjuncture engenders an inhibition to an effective reading of the corporate culture message, so weakening the effect of the intended change. The paper discusses three interlocking themes. First, the issue of the emulation of the corporate culture notion, as conceived and formulated in the USA, in other cultural settings. Second, a consideration of a multi-stakeholder perspective on corporate culture, in which it is considered as a strategic move with respect to externalities rather than the internal system. Third, the intersection of management systems which results in mutual inter-penetrations, thus engendering responses of appropriation, adaptation and hybridity rather than merely imposition or assimilation. The author feels such interactive aspects of international business and the associated responses are in need of greater attention.
Discusses ways in which Chinese conflict management differs from the Western approach. Several Ch... more Discusses ways in which Chinese conflict management differs from the Western approach. Several Chinese values that have relevance for organizational behavior are discussed: harmony, collectivism, conformity, power–distance relationships, holism, face and shame, reciprocity, and guangxi. Chinese organizations are characterized by large power–distance, respect for authority, and strict hierarchical arrangements. Any intervention that challenges authority or that threatens with the need to open up and confront conflict and which calls for a high level of self-disclosure is not likely to meet with an enthusiastic response. Data from a study of 60 British and 75 Chinese executives are presented. Chinese executives favored less assertive compromising and avoiding styles, while British Ss favored more assertive collaborating and competing styles. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
... Terry Leap is Professor of Management and David Grigsby is Associate Professor of Management,... more ... Terry Leap is Professor of Management and David Grigsby is Associate Professor of Management, both at the Department of Management, Clemson University. ... We Page 4. COMMUNICATIONS 625 hope that conceptualizations such as ours will help avoid such mistakes. ...
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