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Peripheral location equals localized labour? Multinationals and the internationalization of training and development in Ireland
9 references·0 citing·34 second hop
Peripheral location equals localized labour? Multinationals and the internationalization of training and development in Ireland (1997)Peripheral location equals localized labo…International Human Resource Management (2011)International Human Resource …The Mutual Gains Enterprise: Forging a Winning Partnership Among Labor, Management, and Government. (1995)The Mutual Gains Enterprise: …International human resource management: an integrated approach (1995)International human resource …Extending beyond borders: Multinational companies and the international management of labour (1995)Extending beyond borders: Mul…Strategic Recruitment and Development of the ‘International Manager’: Some European Considerations (1992)Strategic Recruitment and Dev…International Dimensions of Human Resource Management (1990)International Dimensions of H…The Management of Expatriates (1989)The Management of ExpatriatesExpatriate Policies in British Multinationals (1989)Expatriate Policies in Britis…Transfer of Managers as a Coordination and Control Strategy in Multinational Organizations (1977)Transfer of Managers as a Coo…Competition in Global Industries (1988)Multinational Enterprises and the Global Economy. (1995)Institutionalization and Bargaining Power Explanations of HRM Practices in International Joint Ventures — The Case of Chinese-Western Joint Ventures (2001)American Multinationals in Europe (2006)Developing tomorrow's leaders—Evidence of global talent management in multinational enterprises (2009)Managing Across Borders: The Transnational Solution (2009)Organization and environment (1967)The Nature of Managerial Work (1974)Determinants of Coordination Modes within Organizations (1976)Knowledge Flows and the Structure of Control Within Multinational Corporations (1991)IS SLACK GOOD OR BAD FOR INNOVATION? (1996)Knowledge flows within multinational corporations (2000)Why do they go? Individual and corporate perspectives on the factors influencing the decision to accept an international assignment (2008)The role of the corporate HR function in global talent management (2009)Work-life balance – a neglected issue among Austrian female expatriates (2010)International Human Resource Management (2017)The Dimensions of Expatriate Acculturation: A Review (1985)The Role of Expatriates in the Management of Interdependence Complexity and Risk in Multinational Corporations (1990)An Integrative Framework of Strategic International Human Resource Management (1993)A review and agenda for expatriate HRM (1997)Job satisfaction among expatriates, repatriates and domestic employees (2005)Personnel/Human Resources Management: A Political Influence Perspective (1991)Making their own way: international experience through self-initiated foreign assignments (2000)You can take it with you: Individual differences and expatriate effectiveness. (2006)THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS. (1996)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE. (1996)TECHNICAL AND STRATEGIC HUMAN RESOURCES MANAGEMENT EFFECTIVENESS AS DETERMINANTS OF FIRM PERFORMANCE. (1997)The persistent myth of high expatriate failure rates (1995)Expatriation: A developing research agenda (2001)Knowledge transfer and the management of expatriation (2001)Toward the boundaryless career: a closer look at the expatriate career concept and the perceived implications of an international assignment (2002)Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives (2007)Does it really work? Re-assessing the impact of pre-departure cross-cultural training on expatriate adjustment (2008)PREDICTORS OF TURNOVER INTENTIONS IN LEARNING-DRIVEN AND DEMAND-DRIVEN INTERNATIONAL ASSIGNMENTS: THE ROLE OF REPATRIATION CONCERNS, SATISFACTION WITH COMPANY SUPPORT, AND PERCEIVED CAREER ADVANCEMENT OPPORTUNITIES. (2008)
this work references cited by second hop

References

  • 1977Transfer of Managers as a Coordination and Control Strategy in Multinational Organizations1,169 cited
  • 1990International Dimensions of Human Resource Management362 cited
  • 1995The Mutual Gains Enterprise: Forging a Winning Partnership Among Labor, Management, and Government.331 cited
  • 1989The Management of Expatriates232 cited
  • 2011International Human Resource Management77 cited
  • 1995Extending beyond borders: Multinational companies and the international management of labour76 cited
  • 1989Expatriate Policies in British Multinationals70 cited
  • 1995International human resource management: an integrated approach64 cited
  • 1992Strategic Recruitment and Development of the ‘International Manager’: Some European Considerations42 cited

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