ISSN:0020-6652    

DOI:10.1002/tie.5060370302

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

ISSN:0020-6652    

DOI:10.1002/tie.5060370303

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

ISSN:0020-6652    

DOI:10.1002/tie.5060370304

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractCompetitive advantages for an organization that may be realized through the use of expatriates often are diminished due to excessive compensation and the costs associated with expatriate failure. This article addresses an approach for determining expatriate allowances that uses a worldwide standard as the basis for establishing such allowances. It also provides the philosophy and rationale behind such an approach and differentiates it from traditional “balance sheet” or parent‐country equivalency approaches. The relative merits of this approach are systematically assessed using a set of objectives for international compensation. © 1995 John Wiley&Son

ISSN:0020-6652    

DOI:10.1002/tie.5060370305

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractThis research differentiates between international strategic alliance (ISA)structures, functions, andobjectives, focusing on the latter and the link to overall firm strategy. Six objectives are put forward–learning, leaning, leveraging, linking, leaping, and locking out–with a discussion of the strategic implications of each. From a theoretical perspective, it is suggested that more emphasis should be placed on ISA objectives as a means of supporting overall firm strategies, as opposed to focusing on ISA structures or functions. From an applied perspective, managers are encouraged to consider the long‐term strategic implications inherent in specific alliance arrangements. © 1995 John Wiley&Son

ISSN:0020-6652    

DOI:10.1002/tie.5060370306

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractThe role of the country manager in the multinational corporation has changed substantially in recent years in both North America and Europe. Where the country manager previously held full responsibility for the national operations, frequently the role is now reduced to that of spokesperson and figurehead. This article describes four generic country management functions that were identified in a recent study of 15 multinationals, and describes the structural and environmental contingencies associated with each. The future role of the country manager is also assessed. © 1995 John Wiley&Sons, Inc

ISSN:0020-6652    

DOI:10.1002/tie.5060370307

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractJob insecurity is a societal problem of global concern that is not likely to abate in the foreseeable future. The proportion of the population subjected to some degree of job insecurity is considerably larger than the number of workers who actually experience job loss. To date, the problem, despite its damaging consequences, has not been adequately studied. In particular, scholars have ignored the impact of the external environment. This leaves open a field of interesting questions concerning the relationships between cultural and other factors and the experience of job insecurity. Such factors may have important effects on the way individuals respond to job insecurity in different countries. © 1995 John Wiley&Sons, Inc

ISSN:0020-6652    

DOI:10.1002/tie.5060370308

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

ISSN:0020-6652    

DOI:10.1002/tie.5060370301

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY