Showing papers by "J. Stewart Black published in 1992"
Book•
01 Jan 1992
TL;DR: In this article, the authors describe the process of making cross-cultural adjustments before and after a global assignment cycle, and evaluate the performance of the people involved in the adjustment process.
Abstract: Part One: Strategic Global Assignments 1. The Strategic Roles of Global Assignments 2. The Process of Making Cross--Cultural Adjustments Part Two: Before the Assignment 3. Selecting: Finding the Right People 4. Training: Helping People Learn to Do the Right Things Part Three: During the Assignment 5. Adjusting: Developing New Mental Road Maps and Behaviors 6. Integrating: Balancing Dual Allegiances 7. Appraising: Determining If People Are Doing the Right Things 8. Rewarding: Recognizing People When They Do Things Right Part Four: After the Assignment 9. Repatriating: Helping People Readjust and Perform 10. Retaining: Utilizing the Experienced Global Manager 11. Managing the Entire Global Assignment Cycle: Establishing Best Practices
395 citations
TL;DR: The authors argue that repatriation adjustment is sufficiently different from other forms of work adjustment (e.g., domestic relocation and expatriate assignments) to warrant separate theoretical and empirical investigation and propose an initial theoretical framework and set of derived propositions to guide and spark future research on this topic.
Abstract: Although the increased internationalization of business has brought greater scholarly attention to the issue of adjustment to overseas assignments, comparatively little research activity has been paid to the topic of adjustment back to the home country and home office—repatriation adjustment. In this article we argue that repatriation adjustment is sufficiently different from other forms of work adjustment (e.g., domestic relocation and expatriate assignments) to warrant separate theoretical and empirical investigation. To facilitate this, we propose an initial theoretical framework and set of derived propositions to guide and spark future research on this topic.
389 citations
TL;DR: A study of 321 American managers on international assignment in Pacific Rim or European countries assessed theoretically and empirically the extent to which various personal, job, organizational, and personal characteristics affect their performance as discussed by the authors.
Abstract: This study of 321 American managers on international assignment in Pacific Rim or European countries assessed theoretically and empirically the extent to which various personal, job, organizational...
345 citations
TL;DR: In this article, the authors define the MNE as an organizational form and examine the research implications of these two environmental influences on four aspects of MNE internal organization: modes of entry abroad, configuration of activities, coordination and control, and competitive strategy.
Abstract: Multiple sources of external authority and multiple denominations of value are two distinguishing aspects of the environment faced by multinational enterprises (MNEs). After defining the MNE as an organizational form, we examine the research implications of these two environmental influences on four aspects of MNE internal organization: modes of entry abroad, configuration of activities, coordination and control, and competitive strategy. We present general propositions to guide future research and argue that multiple sources of authority and multiple denominations of value require cross-disciplinary research efforts in order to fully understand the MNE as an organizational form.
299 citations
TL;DR: This paper examined the impact of organizational socialization tactics and the moderating effect of organizational tenure on role innovation or the extent to which expatriate managers changed the procedures and objectives of their jobs.
Abstract: This study examined the impact of organizational socialization tactics and the moderating effect of organizational tenure on role innovation or the extent to which expatriate managers changed the procedures and objectives of their jobs. The results suggested that collective, serial, and rixed tactics had a significant relationship with role innovation. In addition, organizational tenure moderated the relationship between collective and serial tactics with role innovation.
77 citations