...Victoria Miroshnik This is a review article on the effectiveness of cross‐cultural managements of multinational companies. Analysis is based on the relationships between national and corporate culture and these corporate cultures vary across nations and how multinational companies can adopt...

... for with the great inflow of external capital. Within this new macroeconomic context, whereas domestic investment shows signs of some recovery, foreign direct investment to Lithuania has sharply increased since independence. © MCB UP Limited 2001 Training Lithuania Labour Multinationals...

...Grahame Boocock Julian   Birkinshaw . Entrepreneurship in the Global Firm . Sage Publications , 2000 . , ISBN: ISBN 0‐7619‐5809‐6   Price £15.99 (paperback) Entrepreneurship Managers International trade Multinationals Julian Birkinshaw teaches and researches...

... differences in their foreign locations. We have analysed the effects of these novel practices on the industrial scene in the UK in general. © MCB UP Limited 1999 Human resource management Management Strategic management Japanese management styles Multinationals In a multifunctional set‐up...

... it is supposedly more difficult for managers to operate outside their home culture, multinational companies have long succeeded even when expatriate managers make mistakes. Many industrial firms have operated successfully in foreign countries while showing insensitivity towards local values or treating host...

... programmes, harmonizing a human resources reporting system and developing a set of “best practices” across cultural barriers. © MCB UP Limited 1994 France Human resource management Multinationals National cultures Training USA As a director of human resources for a North American firm...

...Hoon Park; J. Kline A major concern facing multinational corporations in the 1990s is how to prepare managers to operate effectively within another culture. Unfortunately, many corporations seldom provide cross‐cultural management training because it is considered unnecessary or ineffective by top...

.... © MCB UP Limited 1992 Expatriates Multinationals Management development Journal of Management Development 11,7 58 Preparing Managers for Foreign Assignment: The Expatriate Profile Program Roger L.M. Dunbar and Allan Bird Leonard . Stern School of Business, New York University, USA...

... to and methods of cross‐cultural training according to the degree of HRM‐CS integration in the multinational company (MNC). Using this framework as the backdrop formulates four propositions for the design of cross‐cultural training activities, based on behavioural‐experiential,cognitive and affective methods...

... Japanese workers much more than their Australian and German counterparts. Australia Germany Japan National cultures Empowerment Employee attitudes Multinationals Developing Managers' Ability to Empower Employees Developing Managers' Ability Guvenc G. Alpander University of Maine, USA 13...

...,particularly with respect to the global team‐building goal. © MCB UP Limited 1991 Internationalization Management consultants Management development Multinationals Training International accounting Journal of Management Development 10,3 48 Arthur Andersen: Training for Global IMPACT William...

... of initiatives that are now operative throughout the multinational organisation. Now, three years later, the benefits of reframing the company′s international thinking while maintaining its strong Italian origins are being felt and they form a backdrop for the even more radical changes currently taking place...

...Irene Chew Keng Howe; Anthony Tsai‐pen Tseng; Adrian Teo Kim Hong Managers working for multinational companies need to be culturally sensitive, as do those responsible for training methods and materials in different cultural settings. The issues associated with the effectiveness of applying...

... functionally or specialist-oriented rather than generalist, and do little to help managers of multinational enterprises (MNEs) cope with corporate and national cultural changes, cross-cultural communications problems, differing acceptable management practices and other market specific variables. There have...

...Al Edge; Bernard Keys The emphasis on cross‐cultural learning is discussed, through the medium of the Multinational Management Game, whereby top management decision making is undertaken by participants from different cultures,creeds and languages. How they interact and also react, in the group...