%{search_type} search results

• An organisational perspective on ageing and age diversity at work-- Silvia Profili, Alessia Sammarra and Laura Innocenti PART I: FRAMING AGE AND AGE DIVERSITY IN ORGANIZATIONS
• 1. The workforce demographic shift and the changing nature of work: Implications for policy, productivity and participation-- Catherine Earl, Philip Taylor, Chris Roberts, Patrick Huynh and Simon Davis
• 2. Successful Ageing at Work and Beyond: A Review and Critical Perspective-- Hannes Zacher and Cort W. Rudolph
• 3. Generational Differences: Effects of Job and Organisational Context-- Justin Marcus and Michael P. Leiter
• 4. A Conceptual Framework of Age Diversity Climate in the Workplace-- Silvia Profili, Laura Innocenti and Alessia Sammarra PART II: AGE DIVERSITY AT WORK. RETHINKING ORGANISATIONAL PRACTICES
• 5. Intersection of Age and Gender Issues in the Workplace-- Jeanette N. Cleveland, Lena-Alyeska Huebner and Madison Hanscom
• 6. Job Design and Older Workers-- Franco Fraccaroli, Sara Zaniboni and Donald Truxillo
• 7. Enhancing Knowledge Sharing in Age Diverse Organizations-- Alessia Sammarra, Silvia Profili, Fabrizio Maimone and Gabriele Gabrielli.
• (source: Nielsen Book Data)

Organisations, as well as individuals and societies, continue to struggle with the complexity associated with unprecedented demographic changes. Workforce ageing and increasing age diversity are not transient phenomena, and their implications are compounded by the combination of several global trends like workers' increased mobility and migration, as well as increasing gender and ethnic differences. This demographic pressure compels organisations to question conventional ways of management thinking, doing and being in order to capitalize on the benefits of an age-diverse workforce. This volume bridges theoretical and empirical approaches in order to illuminate the challenges of valuing employees at any point in their professional lives, from youth to retirement. Embracing perspectives that span from the individual to the organisational levels of analysis, the book explores the two distinct but intertwined phenomena of workforce ageing and increasing workforce age diversity. The volume is divided into two parts. Contributions in the first section raise questions about the meanings of age and age diversity, as well as how and when age matters in organisations. The second part of the book examines the role and contribution of HR practices in forging an age-inclusive workplace.
(source: Nielsen Book Data)

• List of Contributors. Preface. Introduction. The Nature of (Dis)Honesty, its Impact Factors and Consequences. (Dis)Honesty in Organizations: Ethical Perspectives. Honesty and Trust: Integrating the Values of Individuals, Organizations, and the Society. The Banking Crisis in Iceland: Did the Government Pretend that Facts from Reality were Other than they Were?. Perceptions of Unreported Economic Activities in Baltic Firms: Individualistic and Non-individualistic Motives. Firm Bankruptcies and Violations of Law: An Analysis of Different Offences. From Dishonesty to Disaster: The Reasons and Consequences of Rogue Traders' Fraudulent Behavior. The Drivers and Moderators for Dishonest Behavior in the Service Sector. Human Resource Managers and Employees' Rights: An ABC (Antecedents - Behavior - Consequences) Analysis of Ethical Dilemmas. Honesty in Leadership: A Case of the Czech Republic. Legitimizing Dishonesty in Organizations: A Survey of Managers in Four Sub-Sahara African Countries. Evaluating `Honesty' When Implementing Corporate Community Initiatives: A Developing Country Perspective. Building Trust between American and Chinese Business Negotiators. The Consequences of Dishonesty in International Partnerships: Three Chinese Cases. From Dishonesty to Honesty: Is this Journey Path Dependent?. Authors' Biographies. Subject Index. Author Index. (Dis)Honesty in Management. Advanced Series in Management. (Dis)Honesty in Management. Copyright page.
• (source: Nielsen Book Data)

This volume concentrates on different forms of honesty and dishonesty in management and their consequences for managers, firms and society. Honesty can be defined as the refusal to pretend that facts of reality are other than what they are, while dishonesty - including lying, stealing, cheating, distortion, concealing of important information, failing to fulfil promises, and abruptly abandoning a business relationship - presents its opposite. Dishonesty can be blatant, massive, strong and active, or subtle, minimal, weak and passive. The volume is divided into four parts. The contributions of the first part concern the nature of (dis)honesty in management. The second part addresses (dis)honesty in public sector management and finance. The third part focuses on (dis)honesty in firm management in Europe and Africa, while the last part presents evidence on (dis)honesty in management in Asia and America. The authors conclude that the understanding of (dis)honesty and (un)ethical behavior differs in different cultural, societal and organizational contexts; moreover, it is not always easy to discover it. Dishonesty may lead to unfavorable consequences for the dishonest and, quite often, also for the honest party, but, sometimes dishonesty may pay off for the dishonest party in the short term. This volume provides new theoretical, managerial and policy insights in the field of management research and it should interest scholars, managers and policy-makers, but also others studying or discussing these issues or having to decide if they should act dishonestly or not.
(source: Nielsen Book Data)

• List of Contributors. Preface. Introduction. The Nature of (Dis)Honesty, its Impact Factors and Consequences. (Dis)Honesty in Organizations: Ethical Perspectives. Honesty and Trust: Integrating the Values of Individuals, Organizations, and the Society. The Banking Crisis in Iceland: Did the Government Pretend that Facts from Reality were Other than they Were?. Perceptions of Unreported Economic Activities in Baltic Firms: Individualistic and Non-individualistic Motives. Firm Bankruptcies and Violations of Law: An Analysis of Different Offences. From Dishonesty to Disaster: The Reasons and Consequences of Rogue Traders' Fraudulent Behavior. The Drivers and Moderators for Dishonest Behavior in the Service Sector. Human Resource Managers and Employees' Rights: An ABC (Antecedents - Behavior - Consequences) Analysis of Ethical Dilemmas. Honesty in Leadership: A Case of the Czech Republic. Legitimizing Dishonesty in Organizations: A Survey of Managers in Four Sub-Sahara African Countries. Evaluating `Honesty' When Implementing Corporate Community Initiatives: A Developing Country Perspective. Building Trust between American and Chinese Business Negotiators. The Consequences of Dishonesty in International Partnerships: Three Chinese Cases. From Dishonesty to Honesty: Is this Journey Path Dependent?. Authors' Biographies. Subject Index. Author Index. (Dis)Honesty in Management. Advanced Series in Management. (Dis)Honesty in Management. Copyright page.
• (source: Nielsen Book Data)

This volume concentrates on different forms of honesty and dishonesty in management and their consequences for managers, firms and society. Honesty can be defined as the refusal to pretend that facts of reality are other than what they are, while dishonesty - including lying, stealing, cheating, distortion, concealing of important information, failing to fulfil promises, and abruptly abandoning a business relationship - presents its opposite. Dishonesty can be blatant, massive, strong and active, or subtle, minimal, weak and passive. The volume is divided into four parts. The contributions of the first part concern the nature of (dis)honesty in management. The second part addresses (dis)honesty in public sector management and finance. The third part focuses on (dis)honesty in firm management in Europe and Africa, while the last part presents evidence on (dis)honesty in management in Asia and America. The authors conclude that the understanding of (dis)honesty and (un)ethical behavior differs in different cultural, societal and organizational contexts; moreover, it is not always easy to discover it. Dishonesty may lead to unfavorable consequences for the dishonest and, quite often, also for the honest party, but, sometimes dishonesty may pay off for the dishonest party in the short term. This volume provides new theoretical, managerial and policy insights in the field of management research and it should interest scholars, managers and policy-makers, but also others studying or discussing these issues or having to decide if they should act dishonestly or not.
(source: Nielsen Book Data)

• Dedication. List of Contributors. Social Media and Human Resource Management: It Takes Two to Tango. Social Network Screening: Pitfalls, Possibilities, and Parallels in Employment Selection. What Is the Future of Employer Branding Through Social Media? Results of the Delphi Study into the Perceptions of HR Professionals and Academics. Recruiting Gen Yers Through Social Media: Insights from the Italian Labor Market. Social Media in Internal Communications: A View from Senior Management. Integration of Social Media in Recruitment: A Delphi Study. Social Media as a Mechanism for Engagement?. Managing Entitativity through Social Media. Using Social Media for Job Search: Evidence from Generation Y Job Seekers. The Integration of Online Face-to-Face Social Networking: The Need for Managerial Reconfiguration. Personae of Interest - Managers' Identities and the Online Mirror. Toward the Development of a Social Information System Research Model. Social Media as Enabler of Crowdsourcing. Social Media in Human Resources Management. Advanced Series in Management. Social Media in Human Resources Management. Copyright page.
• (source: Nielsen Book Data)

Social media have radically shifted the way people relate with each other and with organizations in technology-mediated ways; few areas are being impacted more strongly than Human Resources or Personnel Management. Attraction of candidates, internal communication with employees, communication with and among people; creation, design, testing and promotion of new services, new ways of organizing are appearing and changing the landscape at record speeds. This volume in the Advanced Series in Management utilizes empirical and theoretical approaches to shed light on this exciting set of emerging, stimulating new uses of technology that stretch creativity beyond conventional limits.
(source: Nielsen Book Data)

International Business is vital to nations, to their economies. It brings wealth, it creates jobs, it opens views, it changes mindsets, and it creates economic and social stability. International Relations is important to nations too. It establishes relationships between nations, it exchanges political views between nations, it creates stability. International Business and International Relations are intertwined empirically as politicians need to boost economies through supporting entrepreneurship, international entrepreneurs need politicians and government representatives to get access to foreign markets, to deal with legal issues across borders. Commercial diplomacy is at the heart of the intersection between International Business and International Relations. Narrowly conceived, commercial diplomacy is the work of state officials in diplomatic service who carry out activities that support International Business. This book changes the conversation by studying the International Business - government relationship at the meso (organisational) and micro (individual) level, rather than focusing on the macro (national) level. This book aims to advance studies of commercial diplomacy by combing insights from two fields of study that to date have hardly spoken to each other. It brings insights from International Relations (and in particular the sub-field diplomatic studies) about the theory and practice of commercial diplomacy and it brings insights from business studies about the theory and practice of International Business. Combining the two, the book defines the field by being more holistic, it brings together in one place a thorough review of existing analysis of the subject from both fields, it outlines the basics of a new conceptual framework, it presents new empirical work based on data collected in five different countries (from the US to Indonesia), and puts forward a new research agenda.
(source: Nielsen Book Data)

• Introduction. Essentials of Complexity Theory for Organization Studies. Complexity Perspectives on Organizational Processes. Implications of Complexity Theory for Management Processes. Philosophical Issues in Applying Complexity Theory to Organizations.
• (source: Nielsen Book Data)

In January 1995, the first Complexity Seminar was held at the London School of Economics, in the UK. This was quite a momentous occasion as it proved to be the turning point for the series of seminars, which had started in December 1992. That seminar and those that followed it, had a profound effect on the research interests of Eve Mitleton-Kelly, the initiator and organiser of the series and editor of this volume, and thus laid the foundation for what became the LSE Complexity Research Programme, which proceeded to win several research awards for collaborative projects with companies. But the series also provided the material for this book. Earlier versions of the papers selected for this volume were first given at the LSE Complexity Seminar series. The seminar series, focussed primarily on the application of the theories of complexity to organisations - an area of study which was quite new to UK businesses and academics; it slowly helped to disseminate these ideas and today, there is a proliferation of networks and seminar series throughout the UK on complexity; a strong and active academic community studying complexity in different disciplines and a growing number of organisations, experimenting with these revolutionary ideas and putting them into practice. The 14 international authors in this volume reflect this interest in 10 chapters that range from the very practical application of the theory to more philosophical reflections on its nature and applicability. They do not all agree with each other, but since diversity and variety is at the heart of complexity they each provide a strand of an intertwined whole, which will enrich and deepen our understanding. In an environment of increasing uncertainty and ambiguity it is necessary to learn how to hold, in tension, disparate or even contradictory views, without undue stress. The world is not a simple dyadic black or white entity, but a rich multi-coloured and many-hued ensemble, each strand or perspective contributing to an intricate and inter-related n-dimensional whole.
(source: Nielsen Book Data)

• Introduction. Essentials of Complexity Theory for Organization Studies. Complexity Perspectives on Organizational Processes. Implications of Complexity Theory for Management Processes. Philosophical Issues in Applying Complexity Theory to Organizations.
• (source: Nielsen Book Data)

In January 1995, the first Complexity Seminar was held at the London School of Economics, in the UK. This was quite a momentous occasion as it proved to be the turning point for the series of seminars, which had started in December 1992. That seminar and those that followed it, had a profound effect on the research interests of Eve Mitleton-Kelly, the initiator and organiser of the series and editor of this volume, and thus laid the foundation for what became the LSE Complexity Research Programme, which proceeded to win several research awards for collaborative projects with companies. But the series also provided the material for this book. Earlier versions of the papers selected for this volume were first given at the LSE Complexity Seminar series. The seminar series, focussed primarily on the application of the theories of complexity to organisations - an area of study which was quite new to UK businesses and academics; it slowly helped to disseminate these ideas and today, there is a proliferation of networks and seminar series throughout the UK on complexity; a strong and active academic community studying complexity in different disciplines and a growing number of organisations, experimenting with these revolutionary ideas and putting them into practice. The 14 international authors in this volume reflect this interest in 10 chapters that range from the very practical application of the theory to more philosophical reflections on its nature and applicability. They do not all agree with each other, but since diversity and variety is at the heart of complexity they each provide a strand of an intertwined whole, which will enrich and deepen our understanding. In an environment of increasing uncertainty and ambiguity it is necessary to learn how to hold, in tension, disparate or even contradictory views, without undue stress. The world is not a simple dyadic black or white entity, but a rich multi-coloured and many-hued ensemble, each strand or perspective contributing to an intricate and inter-related n-dimensional whole.
(source: Nielsen Book Data)

• Unpacking the Concept of Imaginary Organizations: Imaginary organizations - the extended enterprise opens new perspectives, B. Hedberg-- Trust-based control, C. Maravelias-- Learning from experience in imaginary organizations, M. Holmqvist-- The sustainability of imaginary organizations - balancing knowledge and trust, P. Baumard. Managing Imaginary Organizations: Boundaryless organizations and organisational subjectivity, A. Yakhlef-- Things that matter - a computerized system as a part of an emerging action net, L. Porsander-- Organizing artificial sellers - exploring the automation of e-commerce, R. Gatarski-- Building and sustaining brand equity in the imaginary organization: rationale, criteria and modeling, H. Uggla. Investigating Imaginary Organizations: Studying the imaginary and tracing net behavior - notes on methodology, S. Lundkvist, F. Sjostrand.
• (source: Nielsen Book Data)

Traditionally, organizations have consisted of collections of people who physically gather together in one place to carry out some kind of coordinated activity. Today, however, business is increasingly relying on "virtual" processes in which people engage in internet-mediated interactions that often span the globe. These processes create intangible "imaginary organizations" that exist largely as a concept in the minds of electronically interacting individuals. As more and more high value-added work is performed by knowledge workers interacting through electronically mediated networks, however, managers and management researchers must evolve new concepts for monitoring, interpreting, assessing, and managing activities carried out in such virtual settings. This volume presents an important multidisciplinary approach to understanding these new kinds of imaginary organizations and their processes. Close reading of the papers in this volume should reward the reader with new insights into the inner workings of the new kinds of virtual organizations and processes that are gaining increasing prominence in business.
(source: Nielsen Book Data)

• Introduction: systems thinking and competence concepts-- Integrating systems thinking and competence concepts in a new view of resources, capabilities, and management processes, J. Morecroft et al-- Systems Concepts, Modelling Techniques, and the Analysis of Organizations as Dynamic Resource Systems-- Resource management under dynamic complexity, J. Morecroft-- Operationalizing the impact of competence-building on the performance of firms' resource systems, K. Warren-- Innovation management under uncertainty - a systems dynamics model of R+D investments in biotechnology, L.M. Cloutier, M.D. Boehjle-- Systems Approaches to Building and Leveraging Organizational Competences-- A systems view of strategic organizational change and strategic flexibility, R. Sanchez, A. Heene-- A competence view of firms as resource accumulation systems - a synthesis of resource-based and evolutionary models of strategy making, E. Mollona-- From resources to processes in competence-based strategic management, P. Lorino, J.-C. Tarondeau-- Systems Concepts and Models for Improving Management Decision Processes-- Cognitive complexity in decision making and policy formation - a system dynamics perspective, J.M. Spector, P.I. Davidsen-- Managing speed in competence-driven strategic renewal, V. Mahnke, J.H. Aadne-- Systems thinking in managerial decision making, Jenshou Yang-- Systems Concepts for Self-Managing Organizations-- Strategic management at the point of inflection - systems, complexity, and competence theory, R. Sanchez.
• (source: Nielsen Book Data)

Traditional notions of stand-alone, "atomistic" organizations are giving way to new concepts about organizations and new modes of organizational interaction. Systems thinking is now becoming an essential skill for managers and management researchers who want to understand new kinds of competitive and cooperative interrelationships between organizations. This volume brings together systems and strategy thinkers to develop a number of systems perspectives and approaches that are essential in managing today's organizations. A main feature of this volume is its careful integration of systems concepts with contemporary strategic management ideas about organizational resources, capabilities, and management processes. The work explains essential systems concepts and their central role in current ideas about organizational competence. Papers in the volume apply systems concepts to: modelling practical management problems; reconceptualizing the nature of organizations and their internal processes; improving managerial sensemaking capabilities in complex environments; devising "simple rules" for reducing and managing organizational complexity. Several case studies and examples are used to illustrate key systems concepts and their application to management practice. The book also provides a solid grounding in essential systems concepts for management researchers developing new management theory for today's complex environments, as well as practical insights for managers who must manage increasing complexity in their organizations today.
(source: Nielsen Book Data)

• Part 1 Preliminaries: the conceptual framework-- prefatory on the typology-- basic concepts-- notes-- the elemental theory-- frames, symbolic flows, uncertainty, and pressure-- presentation of the model-- the model dynamized-- further implications-- contingency and beyond-- causal dependence between the transforming factors-- notes.
• Part 2 The typology: a typology of 7 planning cultures-- the 7-matrix-- incarnation of the types-- the pertinence of the culture concept-- ordering the types-- pure types - and others-- a matrix of types-- notes-- the seven types in literature - generative, collegium, technocracy, routine, stagnant, organized anarchy, anomie, integrating prior typologies-- notes.
• Part 3 A field of planning cultures: the extended theory - tracks-- the model-- organizational slack-- postulates-- tracks-- cyclical tracks-- open cycles-- closed cycles-- new tracks-- 12 new tracks-- the order of changes-- notes-- other dimensions-- size - a fourth dimension-- the butterfly-- age - the fifth dimension-- tracks across the field in the butterfly-- the sudden erosion of routing in ancient empires-- routine, charisma, and the butterfly-- sequences-- cycles-- escaping from the bureaucracy pit-- beyond five dimensions-- notes-- conclusion and discussion-- planning culture theory - a recapitulation-- the diversity of cultures-- the threat-rigidity thesis - a potential falsifier?-- the potential function-- power.
• (source: Nielsen Book Data)

This volume unifies central parts of organization and management theory that have thus far been fragmented and unconnected. It integrates prior research on organizational types and transitions, and also spawns a number of incipient theories about organizational transformations. The book develops the framework of a "symbolic economy" in which organizations are viewed as fundamentally concerned with symbol-processing devices. A key notion is "planning cultures" - global mental representations of an organization, or collective frames of mind expressing different levels of strategic capacity. Organizational transitions are seen as movements on a buckled or warped field between seven different planning cultures, motivated by the need to economize on "social energy". This field is shaped by various transforming factors, most notably uncertainty and pressure.
(source: Nielsen Book Data)

• Introduction to the volume: International business diplomacy: a strategy for improving MNCs' performance? A review of the concept and new insights from five European MNCs-- Huub Ru l (Volume editor) & Lisa Suren Business Diplomacy in Implementing the Global 2030 Development Agenda: Core Competencies needed at the Corporate and Managerial Level-- Lichia Yiu and Ramond Saner What companies and universities mean by business diplomacy-- Guilherme Frequas Nobre Business Diplomacy in Emerging markets: Intersection of Roles between States and Multinationals-- Doudou Sidibe & Raymond Saner Business diplomacy in a consulariate format: historical overview and challenges in a globalized world-- Guilherme Frequas Nobre The Ethics and Business Diplomacy of MNE Tax Avoidance-- Duane Windsor Legitimacy of State Ownership in Foreign Direct Investments by Emerging Economy Firms-- Wiboon Kittilaksanawong Businesses, associations and a multi-actor diplomacy-- Peter Noordhoek Business Diplomacy in Brazil: Early Lessons from an Emerging Economy-- Joseph C. Marques Corporate diplomacy and institutional upheaval in host-countries: The 'Arab Spring' experience of two Canadian multinationals in Egypt-- Ali Taleb, Catalin Ratiu, Rick Molz Selected global challenges in view of a commercial diplomat. Selected practical cases from the business, trade and commercial diplomacy-- Roman Holy.
• (source: Nielsen Book Data)

• Introduction to the volume: International business diplomacy: a strategy for improving MNCs' performanceA review of the concept and new insights from five European MNCs; Huub Ruёl (Volume editor) & Lisa Suren Business Diplomacy in Implementing the Global 2030 Development Agenda: Core Competencies needed at the Corporate and Managerial Level; Lichia Yiu and Ramond Saner What companies and universities mean by business diplomacy; Guilherme Frequas Nobre Business Diplomacy in Emerging markets: Intersection of Roles between States and Multinationals; Doudou Sidibé & Raymond Saner Business diplomacy in a consulariate format: historical overview and challenges in a globalized world; Guilherme Frequas Nobre The Ethics and Business Diplomacy of MNE Tax Avoidance; Duane Windsor Legitimacy of State Ownership in Foreign Direct Investments by Emerging Economy Firms; Wiboon Kittilaksanawong Businesses, associations and a multi-actor diplomacy; Peter Noordhoek Business Diplomacy in Brazil: Early Lessons from an Emerging Economy; Joseph C. Marques Corporate diplomacy and institutional upheaval in host-countries: The 'Arab Spring' experience of two Canadian multinationals in Egypt; Ali Taleb, Catalin Ratiu, Rick Molz Selected global challenges in view of a commercial diplomat. Selected practical cases from the business, trade and commercial diplomacy; Roman Holý.

Multinational enterprises (MNEs) experienced `golden days' during the 1990s and 2000s, they expanded globally and were major players in globalization. Today they have become powerful actors in the global economy. CEOs of international businesses are welcomed by heads of state as their counterparts, they are invited by governments to help solve global issues such as climate change and poverty, and they are facing dilemmas comparable to those of other international actors. However, MNEs are facing global legitimacy challenges. They are suspected of tax avoidance, using low wage countries for corporate benefits only, disrespecting privacy regulations, abusing consumer data, violating local community rights, exploiting natural resources, ignoring basic human rights, and employing too many lobbyists targeting national and international political decision-making processes for their own corporate interests. Although many of these challenges are not new, they have resurfaced and become more apparent during the past couple of years, partly due to the economic recession that many developed economies have faced and to the broader awareness of increasing global inequality and the importance of sustainability. How can international business respond? Strategic business diplomacy may be the answer. Business diplomacy involves developing strategies for long-term, positive relationship building with governments, local communities, and interest groups, aiming to establish and sustain legitimacy and to mitigate the risks arising from all non-commercial or exogenous factors in the global business environment. Business diplomacy is different from lobbying or strategic political activity; it implies an (strategic / holistic) approach of an international business to look at itself as an actor in the international diplomatic arena. Representation, communication and negotiation are key in such an approach. One of the consequences is that MNEs are able to operate in and show respect for an international business environment that consists of multiple stakeholders. This demands a strategic perspective and vision on the sector and the business environments in which the company wants to operate, and requires a specific set of instruments, skills and competences.
(source: Nielsen Book Data)

• Dedication. List of Contributors. Social Media and Human Resource Management: It Takes Two to Tango. Social Network Screening: Pitfalls, Possibilities, and Parallels in Employment Selection. What Is the Future of Employer Branding Through Social Media? Results of the Delphi Study into the Perceptions of HR Professionals and Academics. Recruiting Gen Yers Through Social Media: Insights from the Italian Labor Market. Social Media in Internal Communications: A View from Senior Management. Integration of Social Media in Recruitment: A Delphi Study. Social Media as a Mechanism for Engagement?. Managing Entitativity through Social Media. Using Social Media for Job Search: Evidence from Generation Y Job Seekers. The Integration of Online Face-to-Face Social Networking: The Need for Managerial Reconfiguration. Personae of Interest - Managers' Identities and the Online Mirror. Toward the Development of a Social Information System Research Model. Social Media as Enabler of Crowdsourcing. Social Media in Human Resources Management. Advanced Series in Management. Social Media in Human Resources Management. Copyright page.
• (source: Nielsen Book Data)

Social media have radically shifted the way people relate with each other and with organizations in technology-mediated ways; few areas are being impacted more strongly than Human Resources or Personnel Management. Attraction of candidates, internal communication with employees, communication with and among people; creation, design, testing and promotion of new services, new ways of organizing are appearing and changing the landscape at record speeds. This volume in the Advanced Series in Management utilizes empirical and theoretical approaches to shed light on this exciting set of emerging, stimulating new uses of technology that stretch creativity beyond conventional limits.
(source: Nielsen Book Data)

• List of Contributors. Acknowledgments. Introduction.
• Chapter 1 Theoretical Approaches to e-HRM Implementations.
• Chapter 2 Human Resource Information Systems: An Integrated Research Agenda.
• Chapter 3 "Web Mining" as a Novel Approachin e-HRM Research.
• Chapter 4 Linking HR Strategy, e-HR Goals, Architectures, and Outcomes: A Model and Case Study Evidence.
• Chapter 5 A Framework for the ComparativeAnalysis of HR Shared Services Models.
• Chapter 6 "Local Universe" and Uses of an HR Intranet: Discursive Results from the Case of Middle Management.
• Chapter 7 Language Issues in e-HRM Implementation in the Multinational Firm.
• Chapter 8 e-Recruitment: From Transaction-Based Practices to Relationship-Based Approaches.
• Chapter 9 Drivers of the Adoption of Online Recruitment - An Analysis using Innovation Attributes from Diffusion of Innovation Theory. Appendix: Definitions of Key Terms. Electronic HRM in Theory and Practice. Advanced Series in Management. Electronic HRM in Theory and Practice. Copyright page.
• (source: Nielsen Book Data)

Organizations have increasingly been introducing web-based applications for HRM purposes, and these are frequently labeled as electronic Human Resource Management (e-HRM). Much is expected of e-HRM in terms of improving the quality of HRM, increasing its contribution to company performance and freeing staff from administrative loads. The editors of this volume have been involved in a series of research projects, academic workshops, and conferences exploring the application of information technologies to various HR practices. Along with the "Special Issues of the International Journal of HRM", "International Journal of Technology and Human Interactions", and "International Journal of Training and Development", this volume is a tangible outcome of three European e-HRM Academic Workshops (2006, 2008, 2010), and two International Workshops on Human Resource Management (2007 and 2008). "Electronic HRM in Theory and Practice" brings a greater focus to the theoretical developments within the field of e-HRM research and clarifies the need to crystallize a theoretical framework for e-HRM research, raises further questions, and supports discussions.
(source: Nielsen Book Data)

• Introduction
• 1. Finding the Optimal Mix between Telework and Office Hours to Enhance Employee Productivity: A Study into the Relationship between Telework Intensity and Individual Productivity, with Mediation of Intrinsic Motivation and Moderation of Office Hours - Niels Hoornweg, Pascale Peters and Beatrice van der Heijden
• 2. Boundaryless Work, Psychological Detachment and Sleep: Does Working `Anytime Anywhere' Equal Employees Are `Always on'? - Christin Mellner, Goeran Kecklund, Michiel Kompier, Amir Sariaslan and Gunnar Aronsson
• 3. New Ways of Working and Leadership: An Empirical Study in the Service Industry - Jan de Leede and Paddy Heuver
• 4. Understanding Teamwork Behaviors in the Use of New Ways of Working - Jan de Leede and Joyce Nijland
• 5. Fostering Innovation: The Influence of New Ways of Working on Innovative Work Behavior - Florian Moll and Jan de Leede
• 6. A Comparison between New Ways of Working and Sociotechnical Systems - Merle Blok, Friso van der Meulen and Steven Dhondt
• 7. Outlook: Some HR Implications towards Normal Ways of Working - Tanya Bondarouk and Jan de Leede.
• (source: Nielsen Book Data)

New technologies, new office concepts and new working environments are all big concepts, and we are just at the start of understanding the impact of these global trends on shaping our behaviors at work. This book describes and analyses the trends known as 'New Ways of Working' primarily addressing the behavioral side of NWW practices as many researchers and practitioners claim the success of NWW is not in IT, nor in facilities, but in behavior. We have to learn and to adapt to the new possibilities of collaboration at a distance. Our managers have to learn and to show new leadership behaviors in order to get the most out of it. And we have to learn how to build organizations that can easily absorb these new practices. Therefore, we present some new data on the use of NWW practices in the Dutch case as one of the leading countries in these global trends, concentrating on 4 HR-related themes: (1) trust, social cohesion and diversity, (2) leadership, (3) teamwork and (4) innovative work behavior. We show that NWW-practices entail much more than just home-based work or telework for a few people. It is changing everyone's work anytime, anyplace, anyhow.
(source: Nielsen Book Data)

• Part 1 Conceptual frameworks: The diffusion and institutionalization of entrepreneurship education in the Eighties (J.L. Alvarez). Recycling economic resources to foster entrepreneurship and economic development in the Soviet Republics: current problems and the role of the West (A. Ardishvili et al). The nature of entrepreneurial work (W.B. Gartner, J.A. Starr. Critique (M.G. Scott, A.R. Anderson. New venture strategies and and start-up environment: Concepts, measurement, and a research agenda (J. W. Mullens, R.N. Cardozo). The integrative role of the entrepreneeur in design projects of small businesses (H.J. Pleitner, T. Lenzen). The environment for rural entrepreneurship: the commodification of the countryside (M. G. Scott, A.R. Anderson). Critique (V. Chastel). Does experience pay?: methodological issues in the study of entrepreneurial experience (J.A. Starr, W.D. Bygrave, D. Tercanli). Critique (L. Kolvereid, E. Bullvag). The impact of colonialism on the formation of an entrepreneurial society in Hong Kong (S. Tam, S. G. Redding). Some central tensions in the management of corporate venturing (S. Venkataraman et al). Critique (J.-M. Toulouse, L. Vallee).
• Part 2 Empirical investigations: new venture environments - the owner-manager's view (S. Birley, P. Westhead). Critique (J. Mullins, R. Cardozo). High-tech entrepreneurs: do they help or hurt US competitiveness? (R. Keeley, B. Tabrizil). Critique (H.J. Pleitner, T. Lenzen). Novices versus experienced business founders: an exploratory investigation (L. Kolvereid, E. Bullvag). Critique (B. Leleux, D.F. Muzyka). IPO long-term performance studies: some comments on attrition (B. Leleux). Technology acquisitions in emerging industries: a case study (A. Miettinen, K.-E. Relander). Cross-cultural corporate alliance: a case study with a constraint analysis (T. Ohe, S. Honjo). Critique (W. Gartner, J. Starr). The financial territory: an explanation of entrepreneurial firms' financial behaviour - an exploratory study of medium-sized firms (R. Paliard). Critique (K. Ramachandran). Subcultures and networking patterns: a comparison of entrepreneurs from two states in India (K. Ramachandran, S. Ramnarayan, P. Sunderarajan). Resource acquisition: does gender make a difference? (P.R.Reese). Critique (T.A. Ostgaard). Do international and domestic entrepreneurs differ at start-up? (S. Shane, L. Kolvereid, P. Westhead). Critique (T. Ohe, S. Honjo). Heterogeneity in core technology: variation in environment-success models across industry and strategy for new firms (T. Steam N. Carter, P.D Reynolds). Critique (P.J. Hall).
• (source: Nielsen Book Data)

The objective of this book is to continue the process of building a global network of young scholars familiar with, and appreciative of, other countries' approaches papers to research in the area of entrepreneurship. The papers are contributed by researchers from many different countries. In the first section of the book the papers are theoretical and very broad in scope and concept. They show that there are different ways of viewing the phenomenon of entrepreneurship. The second part comprises a set of empirical papers which describe a wide variety of entrepreneurial societies and situations.
(source: Nielsen Book Data)

• Introduction: Indigenous Management Practices in Africa-- Uchenna Uzo, Olamide Shittu and Abel Kinuti MeruCharacteristics of the African Buyer's Purchase Behaviour-- Uchenna Uzo, Thaisaiyi Zephania Opati and Olamide Shittu Common Indigenous Selling Practices in Africa-- Uchenna Uzo, Ogechi Adeola, Olamide Shittu and Olutayo Otubanjo Indigenous Logistics and Supply Chain Management Practice in Africa-- Obinna S. Muogboh and Francis Ojadi Indigenous Financial Management Practices in Africa: A Guide for Educators and Practitioners-- Patrick B. Ojera Indigenous Human Resource Management Practices in Africa: Empirical Lessons from Four Sub-Regions-- Mark Kiiza and Benon C. Basheka Indigenous Leadership Practices in Africa-- Henry Onukwuba Indigenous African Financing Strategies as a Unique Engine for Entrepreneurship Growth-- Adeniyi Damilola Olarewaju, Sunday Adebayo Adebisi and Olusoji James George Strategic Management Practices in Africa-- Chris Ogbechie Indigenous Family Business Management Practices in Africa-- Fredrick Onyango Ogola Ethical Principles and Practices in Africa-- Rose Ogbechie and Nicholas Anakwue Decision-Making Practices in Africa-- Enase Okonedo Redesigning the Management Curricula for Africa-- Rahim Ajao Ganiyu Conclusion: Indigenous Management Practices in Africa-- Uchenna Uzo, Olamide Shittu and Abel Kinuti Meru.
• (source: Nielsen Book Data)

Indigenous Management Practices in Africa: A Guide for Educators and Practitioners is a timely response to the recent call for management philosophies and theories that reflect the peculiarities of the African continent. Western management models in Africa may not have yielded the results required to trigger economic growth and development, yet Africa is fast becoming the investment destination of firms operating outside the continent. This book unravels the indigenous management practices that shape the way that organisations operate in Africa. It also addresses the differences between indigenous African and western management practices, at the same time considering the implications for African business management. Insights from the book offer a framework for developing African management curricula for business schools, both within and outside the continent. Practitioners aiming to expand their operations on the continent may also find valuable insights in this book - ones that may support and develop future management decisions.
(source: Nielsen Book Data)

• Introduction to the volume: International business diplomacy: a strategy for improving MNCs' performance? A review of the concept and new insights from five European MNCs-- Huub Ru l (Volume editor) & Lisa Suren Business Diplomacy in Implementing the Global 2030 Development Agenda: Core Competencies needed at the Corporate and Managerial Level-- Lichia Yiu and Ramond Saner What companies and universities mean by business diplomacy-- Guilherme Frequas Nobre Business Diplomacy in Emerging markets: Intersection of Roles between States and Multinationals-- Doudou Sidibe & Raymond Saner Business diplomacy in a consulariate format: historical overview and challenges in a globalized world-- Guilherme Frequas Nobre The Ethics and Business Diplomacy of MNE Tax Avoidance-- Duane Windsor Legitimacy of State Ownership in Foreign Direct Investments by Emerging Economy Firms-- Wiboon Kittilaksanawong Businesses, associations and a multi-actor diplomacy-- Peter Noordhoek Business Diplomacy in Brazil: Early Lessons from an Emerging Economy-- Joseph C. Marques Corporate diplomacy and institutional upheaval in host-countries: The 'Arab Spring' experience of two Canadian multinationals in Egypt-- Ali Taleb, Catalin Ratiu, Rick Molz Selected global challenges in view of a commercial diplomat. Selected practical cases from the business, trade and commercial diplomacy-- Roman Holy.
• (source: Nielsen Book Data)

Multinational enterprises (MNEs) experienced `golden days' during the 1990s and 2000s, they expanded globally and were major players in globalization. Today they have become powerful actors in the global economy. CEOs of international businesses are welcomed by heads of state as their counterparts, they are invited by governments to help solve global issues such as climate change and poverty, and they are facing dilemmas comparable to those of other international actors. However, MNEs are facing global legitimacy challenges. They are suspected of tax avoidance, using low wage countries for corporate benefits only, disrespecting privacy regulations, abusing consumer data, violating local community rights, exploiting natural resources, ignoring basic human rights, and employing too many lobbyists targeting national and international political decision-making processes for their own corporate interests. Although many of these challenges are not new, they have resurfaced and become more apparent during the past couple of years, partly due to the economic recession that many developed economies have faced and to the broader awareness of increasing global inequality and the importance of sustainability. How can international business respond? Strategic business diplomacy may be the answer. Business diplomacy involves developing strategies for long-term, positive relationship building with governments, local communities, and interest groups, aiming to establish and sustain legitimacy and to mitigate the risks arising from all non-commercial or exogenous factors in the global business environment. Business diplomacy is different from lobbying or strategic political activity; it implies an (strategic / holistic) approach of an international business to look at itself as an actor in the international diplomatic arena. Representation, communication and negotiation are key in such an approach. One of the consequences is that MNEs are able to operate in and show respect for an international business environment that consists of multiple stakeholders. This demands a strategic perspective and vision on the sector and the business environments in which the company wants to operate, and requires a specific set of instruments, skills and competences.
(source: Nielsen Book Data)

• Introduction
• Chapter 1. The Concept of Self-Managing teams: History and Taxonomy
• Chapter 2. Literature Review of Successful Self-Managing Teams
• Chapter 3. Healthcare Teams in Long-Term and Elderly Care at Livio: A Case Study
• Chapter 4. The Relevance of Line Managers in Self-Managing Teams
• Chapter 5. Governance Mechanisms and HRM Activities in Self-Managing Teams
• Chapter 6. The Role of Organizational Support and HRM Function in Self-Managing Teams
• Chapter 7. Discussion and Future Outlook Appendix A. Appendix B.
• (source: Nielsen Book Data)

This volume explores and presents challenges that "traditional" organisations experience once they take off towards self-managing organisations (or Teal Organisations). The concept of Teal Organisations is not surprising nowadays, but strangely enough it remains a dream concept: the majority of modern organisations represent hierarchical managerial constructions, with little to no evidence of self-management. The main characteristics of self-management are well-known: whole tasks; organisational actors equipped with a certain skill portfolio that is required to accomplish these tasks; work organised in teams that have autonomy for decision-making and performance management. Self-management is often accompanied by greater flexibility, better use of employees' creative capacities, increased quality of work life, and decreased employee absenteeism and turnover, eventually resulting in increased job satisfaction and organizational commitment. In this volume, we suggest that self-managing teams require a new way forward in modern organisations. Particularly, we offer a new roadmap for leaders who are responsible for the implementation of self-managing teams.
(source: Nielsen Book Data)

• Dedication. List of Contributors. Strategic Management and Social Media: The Leading Edge. Digital Behaviors and People Risk: Challenges for Risk Management. Leveraging Social Media Technology for Business Transformation: The Case of Corporate Social Communities. Strategic Management and Social Media: An Empirical Analysis of Electronic Social Capital and Online Fundraising. Disentangling the Strategic Use of Social Media in the Insurance Industry: A Value Co-Creation Perspective. You Might be Reputable but are you "Liked"? Orchestrating Corporate Reputation Co-Creation on Facebook. Social Media as a Strategic Tool: Going Beyond the Obvious. Increasing Dynamic Capabilities of Health Organizations with Social Media. Social Media Champions - Drivers and Sophistication Process of Social Media Strategic Management. Innovation Management, Lead-Users, and Social Media - Introduction of a Conceptual Framework for Integrating Social Media Tools in Lead-User Management. Social Media as Marketing Strategy: An Explorative Study on Adoption and Use by Retailers. Global Talent Management in Multinational Corporations and the Role of Social Networks. Culture and Social Media: Exploration of Differences Between the United States and Japan. Social Networking Sites (SNS): Talent Management in Emerging Markets - India and Mexico. Social Media in Strategic Management. Advanced Series in Management. Social Media in Strategic Management. Copyright page.
• (source: Nielsen Book Data)

Social media are changing the way businesses interact in technology-mediated ways with most of their stakeholders. Strategically-minded manager s, researchers and students cannot afford to ignore the new ways in which interactions with customers, employees, shareholders, and many other important constituents are taking place as a result of the widespread availability and creative use of these new technologies. Conventional wisdom is being challenged and virtual workspaces that had never been conceptualized are opening at blistering speed. This volume in the Advanced Series in Management series bridges empirical and theoretical approaches to identifying and demystify this set of emerging, exciting new family of user-gene rated content technologies. With contributions from and about a wide diverse range of countries, from emerging to established, researchers and informed practitioners will find intriguing, diverse perspectives on how the social media revolution challenging managers and management scholars. Involving disciplines as different as management, communications, information technology, personnel, finance and others, contributions in this boo k will be cited in future research projects or used in classrooms and other training settings by those more likely stay in the leading edge of this family of innovative tools.
(source: Nielsen Book Data)

• ch.
• 1. Research on commercial diplomacy : a review and implications / Shirin Reuvers, Huub Ruël
• ch.
• 2. Commercial diplomats as corporate entrepreneurs : an institutional perspective / Robin Visser, Huub Ruël
• ch.
• 3. The value of commercial diplomacy from an international entrepreneurs perspective / Sander Busschers, Huub Ruël
• ch.
• 4. The effectiveness of commercial diplomacy : a survey among embassies and consulates / Lennart Zuidema, Huub Ruël
• ch.
• 5. Measuring export support performance / Gorazd Justinek
• ch.
• 6. The commercial diplomat in interaction with international business : results of an empirical study / Olivier Naray
• ch.
• 7. Competitors or collaborators : a comparison of commercial diplomacy policies and practices of EU member states / Annette Stadman, Huub Ruël
• ch.
• 8. Entering the United States federal procurement market : success factors and barriers for foreign firms / Tim Vehof, Huub Ruël, Jan Telgen
• ch.
• 9. Lobbying of commercial diplomats : institutional setting as a determining factor / Elena Bondarouk, Huub Ruël.

Little attention has been devoted to the topic of commercial diplomacy, defined as the application of diplomacy to help bring about specific commercial gains through promoting exports, attracting inward investment and preserving outward investment opportunities, and encouraging the benefits of technology transfer. The spectrum of actors in commercial diplomacy ranges from the high-policy level (head of state or prime minister to ambassador) and the lower level of specialized diplomatic envoys like trade representative, commercial attaché or commercial diplomat. This volume focuses on how to organize diplomacy to support international entrepreneurs. It takes an interdisciplinary perspective, combining the fields of business administration and public administration, more specifically international entrepreneurship and international relations. This is the first interdisciplinary book that extensively explores the organization of diplomacy for international entrepreneurship at the micro level: the diplomats' and individual entrepreneurs' perspective.