Author
Mami Taniguchi
Bio: Mami Taniguchi is an academic researcher from Waseda University. The author has contributed to research in topics: Career development & Human resource management. The author has an hindex of 5, co-authored 8 publications receiving 254 citations.
Papers
More filters
TL;DR: In this article, the authors examined the factors associated with expatriate turnover intentions and found that expatriates leave the company upon completion of an international assignment, such as lower satisfaction with company support, higher repatriation concerns, and lower career advancement opportunities within the company relative to opportunities available outside the company.
Abstract: International assignments have become an important part of managers' careers and are considered one of the most effective leadership development tools. Yet, studies consistently show that companies fail to integrate international assignments with long-term career development and succession planning and that a substantial percentage of expatriates leave the company upon completion of the international assignment. A total of 1,779 international assignees participated in a study that examined the factors associated with expatriate turnover intentions. The results indicate the importance of differentiating between two types of international assignments—developmental (or learning-driven) and functional (or demand-driven)—to understand expatriates' turnover intentions. While we found turnover intentions to vary depending on whether assignments are developmental or functional, the three sets of predictors of turnover intentions are similar. They are (1) lower satisfaction with company support, (2) higher repatriation concerns, and (3) lower career advancement opportunities within the company (relative to opportunities available outside the company). We discuss the implications for research and practice. © 2009 Wiley Periodicals, Inc.
201 citations
TL;DR: In this paper, a qualitative study examines perceived meanings of career success across 11 countries and finds that people define career success in ways that enrich and illuminate the basic dichotomy of objective and subjective career success and establish their relative strengths across countries.
Abstract: This qualitative study examines perceived meanings of career success across 11 countries. The results show that people define career success in ways that enrich and illuminate the basic dichotomy of objective and subjective career success and establish their relative strengths across countries. Juxtaposing our data with human resource management (HRM) practices, we contribute to the universalist versus contextualist debate in HRM by adding the career management angle. We shed light on the relative importance of cultural and institutional factors for HRM in the area of careers and add a global perspective to the discussion about agentic careers. In our discussion we offer practical suggestions for multinational companies including how to individualize HRM to address diverse views of career success.
38 citations
Northern Illinois University1, University of Ljubljana2, Katholieke Universiteit Leuven3, BI Norwegian Business School4, Georgetown University5, University of Bamberg6, Athens University of Economics and Business7, University of Houston8, Bocconi University9, Istanbul University10, University of São Paulo11, ESSEC Business School12, Hansung University13, University of Bath14, Vienna University of Economics and Business15, Donghua University16, University of Padua17, Lucerne University of Applied Sciences and Arts18, Boston University19, McKinsey & Company20, National University of Malaysia21, VU University Amsterdam22, Kookmin University23, University of Belgrade24, Indian Institute of Management Indore25, Waseda University26, University of Salzburg27, International Islamic University Malaysia28, Institute of Management Technology, Ghaziabad29, University of Hamburg30, University of Victoria31, University of Vaasa32, University of the Philippines33, University of San Andrés34, York University35
TL;DR: This article developed and validated a new subjective career success scale, which is unique from currently available measures in that it was developed across a broad representation of national cultures and validated across four phases and several studies cumulatively involving 18,471 individual respondents from 30 countries.
22 citations
University of Bamberg1, Athens University of Economics and Business2, University of Toronto3, University of San Andrés4, Waseda University5, VU University Amsterdam6, University of Tennessee7, Pan-Atlantic University8, Bocconi University9, University of Malawi10, University of Belgrade11, Dublin City University12, Northern Illinois University13, Hansung University14, University of Bath15, University of Victoria16, Toulouse Business School17, Cranfield University18, Katholieke Universiteit Leuven19, BI Norwegian Business School20, Donghua University21, University of Padua22, Lucerne University of Applied Sciences and Arts23, Boston University24, Macquarie University25, Istanbul University26, University of Ljubljana27, Kookmin University28, Simon Fraser University29, Indian Institute of Management Indore30, University of Salzburg31, University of Los Andes32, International Islamic University, Islamabad33, Institute of Management Technology, Ghaziabad34, University of Hamburg35, University of Vaasa36, York University37
TL;DR: In this paper, a survey of 17,986 employees from 27 countries, covering nine of GLOBE's 10 cultural clusters, and national statistical data was used to examine the relationship between societal context and actors' career goals (career mesostructure) and career behaviour (actions).
Abstract: Careers exist in a societal context that offers both constraints and opportunities for career actors. Whereas most studies focus on proximal individual and/or organisational‐level variables, we provide insights into how career goals and behaviours are understood and embedded in the more distal societal context. More specifically, we operationalise societal context using the career‐related human potential composite and aim to understand if and why career goals and behaviours vary between countries. Drawing on a model of career structuration and using multilevel mediation modelling, we draw on a survey of 17,986 employees from 27 countries, covering nine of GLOBE's 10 cultural clusters, and national statistical data to examine the relationship between societal context (macrostructure building the career‐opportunity structure) and actors' career goals (career mesostructure) and career behaviour (actions). We show that societal context in terms of societies' career‐related human potential composite is negatively associated with the importance given to financial achievements as a specific career mesostructure in a society that is positively related to individuals' proactive career behaviour. Our career mesostructure fully mediates the relationship between societal context and individuals' proactive career behaviour. In this way, we expand career theory's scope beyond occupation‐ and organisation‐related factors.
17 citations
Posted Content•
TL;DR: In this article, the authors examined the factors associated with expatriate turnover intentions and found that turnover intentions vary depending on whether assignments are developmental or functional, the three sets of predictors of turnover intentions are similar.
Abstract: International assignments have become an important part of managers’ careers and are considered one of the most effective leadership development tools. Yet, studies consistently show that companies fail to integrate international assignments with long-term career development and succession planning and that a substantial percentage of expatriates leave the company upon completion of the international assignment. A total of 1,779 international assignees participated in a study that examined the factors associated with expatriate turnover intentions. The results indicate the importance of differentiating between two types of international assignments - developmental (or learning-driven) and functional (or demand-driven) - to understand expatriates’ turnover intentions. While we found turnover intentions to vary depending on whether assignments are developmental or functional, the three sets of predictors of turnover intentions are similar. They are (1) lower satisfaction with company support, (2) higher repatriation concerns, and (3) lower career advancement opportunities within the company (relative to opportunities available outside the company). We discuss the implications for research and practice.
14 citations
Cited by
More filters
01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.
2,134 citations
TL;DR: This paper reviewed the empirical research that has investigated individual choices, challenges, and career consequences associated with various types of global work, and then developed a taxonomy of the global work experiences.
401 citations
TL;DR: The challenges associated with managing talent in modern labor markets are a constant source of discussion among academics and practitioners, but the literature on the subject is sparse and has grown somewhat haphazardly.
Abstract: The challenges associated with managing talent in modern labor markets are a constant source of discussion among academics and practitioners, but the literature on the subject is sparse and has grown somewhat haphazardly. We provide an overview of the literature on talent management—a body of work that spans multiple disciplines—as well as a clear statement as to what defines talent management. The new themes in contemporary talent management focus on (a) the challenge of open labor markets, including issues of retention as well as the general challenge of managing uncertainty, (b) new models for moving employees across jobs within the same organization, and (c) strategic jobs for which investments in talent likely show the greatest return. We review the conceptual and practical literature on these topics, outline the evolution of talent management over time, and present new topics for future research.
291 citations
13 Jan 2010
TL;DR: The 2013 Human Development Index (HDI) as discussed by the authors covers 187 countries, the same number of countries as in 2012 and 2011, and is used to assess the human development of a country.
Abstract: How many countries are included in the 2013 HDI? The 2013 HDI covers 187 countries, the same number as in 2012 and 2011. Maintaining the same number of is the result of intensified efforts by the Human Development Report Office (HDRO) to work with international data providers and national statistical agencies to obtain required development indicators for the HDI which had been unavailable for some countries in previous years. For a full explanation of the results and methodology of the 2013HDI and other indexes in the 2014 Human Development Report, please see the Technical Notes 1-5. What does the HDI tell us? The HDI was created to emphasize that people and their capabilities should be the ultimate criteria for assessing the development of a country, not economic growth alone. The HDI can also be used to question national policy choices, asking how two countries with the same level of GNI per capita can end up with different human development outcomes. For example, Malaysia has GNI per capita higher than Chile but life expectancy at birth is about 5 years shorter, mean years of schooling is shorter and expected years of schooling is 2.5 years shorter resulting in Chile having a much higher HDI value than the Malaysia. These striking contrasts can stimulate debate about government policy priorities. Did the HDI rankings change for many countries in 2013? Based on the consistent data series that were available on 15 November 2013, there are few countries with changed ranks between 2012 and 2013. The HDI values for 2012 and 2013 are given in Table 1 of Statistical Annex. The HDI trends since 1980 are given in Table 2. In this table we also provide the change in ranks between 2008 and 2013. We advise users of the HDR not to compare the results from different Reports, but to use the consistent data given in Table 2 of the latest report. The consistent data are based on the latest data revisions and are obtained using the same methodology. The effect of change in achievements (improvement or declining) in human development indicators of
265 citations
251 citations