Whilst globalisation has led to increasing international mobility, the contemporary expatriate management literature has focused on managers and corporate executives who are sent on an overseas appointment by their employers. By comparison, self‐selecting expatriates remain an...

Deals with cross‐cultural issues involved in conflict resolution in a high‐technology corporation based in South‐east Asia. Examines the differences in conflict‐handling styles between Asians and North Americans and how these differences affect management in the corporation. Describes...

This paper investigates the position that management “competencies”, and particularly those associated with “high‐performance”, can be identified, objectified and “made public” in such a way that they can be used in management selection, development and performance management. It...

Outlines the conflict‐handling style of a representative sample of 303 Singaporeans. Using the Thomas‐Kilmann conflict mode instrument, investigates some interesting gender, age, role and occupational differences in conflict‐handling style. Suggests that, while Western thought and practice...