Managers and human resource specialists often prefer a particular approach to the delivery of training and development above all others. Frequently, this approach is advocated as a blanket solution to a firm′s managerial problems with little consideration of other approaches. The strengths and...

Addresses the state of management development, and particularly management education, in the former republics of Yugoslavia. Describes the special economic and political history of Yugoslavia over the last 45 years, distinguishing it from other Central and East European countries. Places...

More and more firms view the acquisition of foreign firms as an important component of their internationalization strategy. An important but frequently overlooked condition for the successful implementation of such a strategy is the consistent and appropriate integration of human resource...

Suggests that the lack of attention given to pre‐departure for managers selected for overseas assignments is due to the isolation of human resource management (HRM) functions from corporate strategy (CS). Develops a framework for determining the appropriate approaches to and methods of...

From the standpoint that “communication is everything” begins with the assumption that only when armed with a more universal imagery of what TQM truly encompasses can we appreciate its significance to competitive human resource utilization and management development. Traces the germinal...

The development of human capital is critical for firms to gain competitive advantage. However, short‐term, risk‐averse managerial behaviour often produces lower investments in the development of human capital. Short‐term risk‐averse managerial behaviour is often the result of managerial...

Describes the Spanish acquisition of a construction company in East Berlin from the Treuhandanstalt (the East German privatization agency) as well as the contentious renegotiation of the sales contract. Also describes the relationship between the Spanish senior management of the enterprise and...

Describes the practical problems that the director of human resources of the North American subsidiary of a French group encountered related to cultural misunderstandings and stereotyping. Specifically deals with the difficulties he experienced when organizing internal training programmes,...

Developing people in an international context is a difficult and expensive activity to manage. It is important that organizations analyse carefully the requirements they have, and formulate a strategy accordingly. Examines the factors to be taken into account, and the types of international...

Looks at the collapse, in 1989, of Communism in Central and Eastern Europe and the opportunities and problems which were [are] occurring. Discusses how the managers in these areas are learning (with assistance) how to manage their companies in Hungary in particular. Sees how cultural barriers...