Dowling et al is a rare instance of a textbook that has developed alongside the field - helping to shape what it is today - and remains the market leading IHRM textbook worldwide. The international author team have ensured this edition is even more international than its predecessors, whilst also remaining close to curriculum developments. New edition changes include a streamlined chapter structure and a new chapter on the cultural context of IHRM. The focus on expatriates has been balanced with a stronger global management emphasis throughout. The content also reflects the current economic climate, including greater coverage of turbulence for IHRM and issues of employee separation. There is also expanded coverage of business ethics, outsourcing, emerging markets and small medium enterprises. In addition the new edition includes a wealth of case study material and class discussion material. A fully tailored CourseMate and Instructor's website will also be available to adopters. MARKET: Dowling et al is a core textbook for "International HRM" modules (IHRM) as taught at intermediate and postgraduate levels on all HRM programmes and the majority of broad-based business programmes. It is also used on some "International Management" modules. This textbook is autopackaged with CourseMate. CourseMate brings course concepts to life with interactive learning, study, and exam preparation tools that support the printed textbook and the textbook-specific website. CourseMate includes an integrated eBook and interactive teaching and learning tools including quizzes, flashcards, videos, and more and an EngagementTracker, a first-of-its-kind tool that monitors student engagement in the course.
Recenzijas
Preface Chapter 1 Introduction Chapter 2 The Cultural Context of IHRM Chapter 3 The organizational context Chapter 4: IHRM in Cross-Border Mergers & Acquisitions, International Alliances and SMEs Chapter 5 Sourcing human resources for global markets - staffing, recruitment and selection Chapter 6 International Performance Management Chapter 7 International Training, Development & Careers Chapter 8 International compensation Chapter 9 International industrial relations and the global institutional context Chapter 10 IHRM Trends and Future Challenges Cases: Case 1. Spanning the Globe by Allen D. Engle, Sr. Case 2. Quality Compliance at the Hawthorn Arms by Allen D. Engle, Sr. Case 3. Wolfgang's Balancing Act by Marion Festing and Allen D. Engle, Sr. Case 4. Strategic Forecasts and Staffing Formulation: executive and Managerial Planning for Bosch-Kazakhstan by Marion Festing and Manfred Froehlecke Case 5. Just Another Move to China? The Impact of International Assignments on Expatriate Families by Yvonne McNulty Case 6. Expatriate Compensation at Robert Bosch GmbH: Coping With Modern Mobility Challenges Ihar Sahakiants, Marion Festing and Manfred Froehlecke Case 7. Balancing Values: An Indian Perspective on Corporate Values from Scandinavia Martine Cardel Gertsen and Mette Zolner Case 8. Local and International: Managing Complex Employment Expectations by Maike Andresen Appendix: Research in IHRM Glossary Index
Preface |
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Acknowledgements |
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About the Authors |
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Walk-Through Tour |
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1 | (21) |
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1 | (1) |
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2 | (1) |
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Defining International HRM |
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2 | (2) |
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Differences between Domestic and International HRM |
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4 | (4) |
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Variables that Moderate Differences between Domestic and International HRM |
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8 | (1) |
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9 | (2) |
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11 | (1) |
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Extent of Reliance of the Multinational on its Home-Country Domestic Market |
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12 | (2) |
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Attitudes of Senior Management to International Operations |
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14 | (1) |
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Applying a Strategic View of IHRM |
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15 | (2) |
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The Changing Context of IHRM |
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17 | (1) |
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17 | (2) |
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19 | (1) |
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19 | (1) |
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19 | (3) |
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Chapter 2 The Cultural Context of IHRM |
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22 | (24) |
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22 | (1) |
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23 | (15) |
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The Development of Cultures |
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38 | (1) |
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39 | (1) |
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40 | (1) |
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40 | (1) |
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40 | (6) |
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Chapter 3 The Organizational Context |
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46 | (36) |
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46 | (1) |
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47 | (1) |
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Standardization and Localization of HRM Practices |
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48 | (1) |
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Factors Driving Standardization |
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49 | (1) |
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Factors Driving Localization |
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50 | (6) |
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The Path to Global Status |
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56 | (13) |
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69 | (4) |
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73 | (2) |
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75 | (1) |
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75 | (1) |
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75 | (7) |
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Chapter 4 IHRM in Cross-Border Mergers & Acquisitions, International Alliances and SMEs |
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82 | (27) |
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82 | (1) |
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83 | (1) |
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Cross-Border Mergers and Acquisitions |
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84 | (7) |
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International Equity Joint Ventures |
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91 | (4) |
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95 | (5) |
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100 | (1) |
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101 | (1) |
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101 | (1) |
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101 | (8) |
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Chapter 5 Sourcing Human Resources for Global Markets - Staffing, Recruitment and Selection |
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109 | (41) |
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109 | (1) |
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110 | (1) |
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110 | (6) |
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Transferring Staff for International Business Activities |
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116 | (3) |
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The Roles of an Expatriate |
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119 | (3) |
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The Roles of Non-Expatriates |
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122 | (1) |
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123 | (1) |
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Recruitment and Selection of International Managers |
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124 | (2) |
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Expatriate Failure and Success |
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126 | (3) |
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129 | (5) |
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Expatriate Selection Processes in Practice |
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134 | (3) |
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137 | (3) |
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140 | (2) |
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142 | (1) |
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142 | (1) |
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142 | (8) |
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Chapter 6 International Performance Management |
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150 | (24) |
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150 | (1) |
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151 | (1) |
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Multinational Performance Management |
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152 | (2) |
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Control and Performance Management |
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154 | (1) |
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Performance Management of International Employees |
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155 | (7) |
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Performance Appraisal of International Employees |
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162 | (6) |
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168 | (2) |
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170 | (1) |
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170 | (1) |
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170 | (4) |
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Chapter 7 International Training, Development and Careers |
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174 | (41) |
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174 | (1) |
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175 | (2) |
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Components of Effective Pre-Departure Training Programs |
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177 | (8) |
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The Effectiveness of Pre-Departure Training |
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185 | (1) |
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Developing Staff Through International Assignments |
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186 | (3) |
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Trends in International Training and Development |
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189 | (1) |
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Re-Entry and Career Issues |
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189 | (2) |
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191 | (3) |
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Individual Reactions to Re-Entry |
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194 | (5) |
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199 | (6) |
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Designing a Repatriation Program |
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205 | (2) |
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207 | (2) |
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209 | (1) |
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209 | (1) |
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209 | (6) |
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Chapter 8 International Compensation |
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215 | (26) |
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215 | (1) |
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216 | (1) |
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Key Components of an International Compensation Program for Expatriates |
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217 | (4) |
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Approaches to International Compensation of Expatriates |
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221 | (11) |
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Tentative Conclusions: Patterns in Complexity, Challenges and Choices |
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232 | (3) |
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235 | (1) |
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236 | (1) |
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236 | (1) |
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236 | (5) |
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Chapter 9 International Industrial Relations and the Global Institutional Context |
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241 | (27) |
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241 | (1) |
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242 | (1) |
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Key Issues in International Industrial Relations |
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243 | (3) |
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Trade Unions and International Industrial Relations |
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246 | (2) |
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The Response of Trade Unions to MNEs |
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248 | (3) |
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Regional Integration: The European Union (EU) |
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251 | (1) |
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Codes of Conduct - Monitoring HRM Practices Around the World |
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252 | (1) |
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Managing Human Resources in `Offshoring Countries' |
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253 | (6) |
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259 | (2) |
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261 | (1) |
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261 | (1) |
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261 | (7) |
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Chapter 10 IHRM Trends and Future Challenges |
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268 | (66) |
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268 | (1) |
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269 | (8) |
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Summary and Concluding Remarks |
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277 | (2) |
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279 | (1) |
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279 | (1) |
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279 | (55) |
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Case 1 Spanning the Globe |
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282 | (5) |
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Case 2 Quality Compliance at the Hawthorn Arms |
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287 | (2) |
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Case 3 Wolfgang's Balancing Act: Rewarding Healthcare Executives in a Dispersed Yet Integrated Firm |
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289 | (9) |
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Case 4 Strategic Forecasts and Staffing Formulation: Executive and Managerial Planning for Bosch-Kazakhstan |
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298 | (7) |
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Case 5 Local and International? Managing Complex Employment Expectations |
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305 | (7) |
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Case 6 Expatriate Compensation at Robert Bosch GmbH: Coping With Modern Mobility Challenges |
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312 | (7) |
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Case 7 Balancing Values - An Indian Perspective on Corporate Values from Scandinavia |
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319 | (9) |
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Case 8 Just Another Move to China? The Impact of International Assignments on Expatriate Families |
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328 | (6) |
Glossary |
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334 | (8) |
Index |
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342 | |
Peter J. Dowling (Ph.D, The Flinders University of South Australia) is a Professor of Human Resource Management at La Trobe University. He has co-authored a number of books and has written or co-authored over seventy journal articles and book chapters. He serves on the editorial boards of International Journal of Human Resource Management, Journal of World Business, Management International Review, Journal of International Management, Thunderbird International Business Review, Asia Pacific Journal of Human Resources, Journal of Management & Organization and ZfPGerman Journal of Human Resource Research. Peter is President of the International Federation of Scholarly Associations of Management (IFSAM), a Vice-President of the Australia & New Zealand International Business Academy, a Life Fellow of the Australian Human Resources Institute and a Senior Research Affiliate of the Center for Advanced Human Resource Studies at Cornell University. Former roles include past National Vice-President of the Australian Human Resources Institute and editor of Asia Pacific Journal of Human Resources (1987-1996). Marion Festing is Professor of Human Resource Management and Intercultural Leadership at ESCP-EAP European School of Management in Berlin, Germany. Her previous appointments include the University of Paderborn, Germany, and she has gained educational, research and work experience in France, Australia, Tunisia, Taiwan, and the U.S. Dr. Festing's current research interests focus on transnational HRM strategies, global careers, and global compensation. Her publications include a book on strategic international human resource management (Strategisches Internationales Personalmanagement, 2e) and a co-authored text on international human resource management (Internationales Personalmanagement, 2e). In addition, she has written or co-authored more than 50 book chapters and journal articles, as well as published in such international journals as Management International Review, Economic and Industrial Demography, European Management Journal, and International Journal of Globalisation and Small Business. Dr. Festing serves on the editorial boards of Career Development International, Journal of Management & Organization, International Journal of Globalisation and Small Business, ZFP-German Journal of Human Resource Research, and Zeitschrift Fur Management. In 2006, Dr. Festing served as co-chair of the IHRM track at the IFSAM conference in Berlin. She received her Ph.D. from the University of Paderborn. Allen D. Engle, Sr. is a professor of management in the College of Business and Technology at Eastern Kentucky University, where he has taught courses in management, human resource administration, organizational behavior, organizational theory, and international management. He also has been a visiting lecturer at the FHS - Hochschule Fur Technik, Wirtschaft und Soziale Arbeit, St. Gallen in Switzerland, and a visiting professor of international management at the University of Pecs in Hungary. Dr. Engle is a national and regional professional member of World at Work (formerly the American Compensation Association) and the Society for Human Resource Management, as well as a longtime member of the U.S. Academy of Management. His research interests are in the topic areas of compensation theory and practices, leadership and organizational change, job analysis, managerial competencies, and organizational design -- particularly their impact on multinational firms. Published in regional, national, and international academic journals, Dr. Engle has presented academic papers at conferences in the U.S., Australia, Canada, Estonia, Germany, Hungary, Ireland, Slovenia, Spain, and the United Kingdom. He also has consulted for regional firms and presented professional seminars in the areas of performance appraisal systems, executive team building, strategically responsive compensation systems, intercultural management issues and organizational change. He received his D.B.A. from the University of Kentucky.