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The Strategic Design of Cross‐cultural Training Programmes
9 references·1 citing·40 second hop
The Strategic Design of Cross‐cultural Training Programmes (1992)The Strategic Design of Cross‐cultural Tr…Integrating Academic and Organisational Approaches to Developing the International Manager (1988)Integrating Academic and Orga…INTERCULTURAL TRAINING FOR MANAGERS: A COMPARISON OF DOCUMENTARY AND INTERPERSONAL METHODS. (1987)INTERCULTURAL TRAINING FOR MA…Expatriate Selection, Training and Career‐Pathing: A Review and Critique (1987)Expatriate Selection, Trainin…Toward a More Organizationally Effective Training Strategy & Practice (1986)Toward a More Organizationall…Between a dream and a nightmare: On the integration of the human resource management and strategic business planning processes (1985)Between a dream and a nightma…Bringing human resources into the strategy formulation process (1983)Bringing human resources into…Selection and Training Procedures of U.S., European, and Japanese Multinationals (1982)Selection and Training Proced…Perspectives on cross-cultural psychology (1979)Perspectives on cross-cultura…International business and multinational enterprises (1973)International business and mu…Cross Cultural Adjustment (2001)Cross Cultural AdjustmentStrategies for change: Logical incrementalism (1981)Strategies for Change: Logical Incrementalism (1982)Managing transformational change: the role of human resource professionals (1993)Human resource management and business strategy links: an empirical study (1999)Human Resources Strategy (2005)Self-monitoring of expressive behavior. (1974)The Cultural Relativity of Organizational Practices and Theories (1983)HRM Implications of Globalization (1994)Human resources management (2009)The Mediating Effect of Cultural Intelligence on the Relationship Between Openness Personality and Job Performance among Expatriates on International Assignments (2012)The Mediating Role of Cultural Intelligence in the Relationship between the Openness to Experience Personality Trait and Job Satisfaction among Expatriates (2016)An Emerging Strategy of "Direct" Research (1979)Managing Strategic Change: Technical, Political and Cultural Dynamics (1984)Managing Strategic Change: Technical, Political and Cultural Dynamics. (1985)Human resource planning: Challenges for industrial/organizational psychologists. (1990)Perceptions of the value of the HR function (2001)Managing human resource capabilities for sustainable competitive advantage (2005)Culture's Consequences: International Differences in Work-Related Values (1981)Culture's Consequences: International Differences in Work-Related Values. (1983)Cultures and Organizations: Software of the Mind. (1993)Transfer of Managers as a Coordination and Control Strategy in Multinational Organizations (1977)Career Dynamics: Matching Individual and Organizational Needs (1978)The Dimensions of Expatriate Acculturation: A Review (1985)Career Management Issues Facing Expatriates (1992)Expatriate assignment versus overseas experience: Contrasting models of international human resource development (1997)The Dynamic Nature of Cultural Identity Throughout Cultural Transitions: Why Home Is Not So Sweet (2000)EXPATRIATES' PSYCHOLOGICAL WITHDRAWAL FROM INTERNATIONAL ASSIGNMENTS: WORK, NONWORK, AND FAMILY INFLUENCES (1998)Institutional Environments, Staffing Strategies, and Subsidiary Performance (2007)An Integrative Framework of Strategic International Human Resource Management (1993)An integrative framework of strategic international human resource management (1993)A meta-analytical integration of over 40 years of research on diversity training evaluation. (2016)Human Resources Management in International Joint Ventures: Directions for Research (1987)Cooperative strategy (1988)An empirical examination of factors influencing the internationalization of service firms (2003)The Sociopolitical Nature of Counseling (1985)Neuropsychological assessment in illiterates: Visuospatial and memory abilities (1989)Investigating Classroom Environments in Taiwan and Australia With Multiple Research Methods (1999)The relative power of training evaluation designs under different cost configurations. (1992)Actors in the HRD Process (1998)Training strategies in the management of knowledge (2003)
this work references cited by second hop

References

  • 1982Selection and Training Procedures of U.S., European, and Japanese Multinationals615 cited
  • 1987Expatriate Selection, Training and Career‐Pathing: A Review and Critique453 cited
  • 1979Perspectives on cross-cultural psychology367 cited
  • 1987INTERCULTURAL TRAINING FOR MANAGERS: A COMPARISON OF DOCUMENTARY AND INTERPERSONAL METHODS.303 cited
  • 1973International business and multinational enterprises255 cited
  • 1985Between a dream and a nightmare: On the integration of the human resource management and strategic business planning processes185 cited
  • 1983Bringing human resources into the strategy formulation process111 cited
  • 1986Toward a More Organizationally Effective Training Strategy & Practice24 cited
  • 1988Integrating Academic and Organisational Approaches to Developing the International Manager24 cited

Cited by

  • 2001Cross Cultural Adjustment10 cited

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