Negotiating Cultural Values in Bi-National Relationships (...)
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Mireia Las Heras
MIREIA LAS HERAS Balmes 361, 2nd Floor. Barcelona, Spain 08006 - 660 897641 [email protected] Education 2004-2009 BOSTON UNIVERSITY BOSTON-USA DBA program, Organizational Behavior 2001-2003 IESE, UNIVERSITY OF NAVARRA BARCELONA-SPAIN MBA 1990-1996 UNIVERSIDAD POLITECNICA DE CATALUNYA BARCELONA-SPAIN Bachelor’s degree in Advanced Industrial Engineering, specializing in Industrial Organization and Operations Management Experience in Academia August 2016- IESE Business School BARCELONA-SPAIN present Associate Professor of Organizational Behavior Director of the International Center for Work and Family Feb 2009- IESE Business School BARCELONA-SPAIN August 2016 Assistant Professor of Organizational Behavior Research Director of the International Center for Work and Family June 2005-2009 BOSTON UNIVERSITY BOSTON-USA Research Assistant May 2006 BOSTON UNIVERSITY-DONG HUA UNIVERSITY SHANGHAI-CHINA Teacher Assistant Jan 2006-May BOSTON UNIVERSITY BOSTON-USA 2006 Lecturer May 2003- IESE, UNIVERSITY OF NAVARRA BARCELONA-SPAIN Aug 2004 Instructor July 2002- SIMMONS CENTER FOR GENDER IN ORGANIZATIONS BOSTON-USA Sept 2002 Research assistant (Summer Internship) Other Academic Experiences June-November Ministry of Science and Higher Education Poland 2019 Member of the International Team of Experts to evaluate the “Excellence Initiative – Research University” March 2019 NUS (National University of Singapur) Visiting Professor Sept-Dec 2019 “Executive Education Center” Spółka z ograniczoną odpowiedzialnością – IWS Ministry of Justice Main Investigator -
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ISABEL SUN CHAO AND CLAIRE CHAO REMEMBERING SHANGHAI A Memoir of Socialites, Scholars and Scoundrels PRAISE FOR REMEMBERING SHANGHAI “Highly enjoyable . an engaging and entertaining saga.” —Fionnuala McHugh, writer, South China Morning Post “Absolutely gorgeous—so beautifully done.” —Martin Alexander, editor in chief, the Asia Literary Review “Mesmerizing stories . magnificent language.” —Betty Peh-T’i Wei, PhD, author, Old Shanghai “The authors’ writing is masterful.” —Nicholas von Sternberg, cinematographer “Unforgettable . a unique point of view.” —Hugues Martin, writer, shanghailander.net “Absorbing—an amazing family history.” —Nelly Fung, author, Beneath the Banyan Tree “Engaging characters, richly detailed descriptions and exquisite illustrations.” —Debra Lee Baldwin, photojournalist and author “The facts are so dramatic they read like fiction.” —Heather Diamond, author, American Aloha 1968 2016 Isabel Sun Chao and Claire Chao, Hong Kong To those who preceded us . and those who will follow — Claire Chao (daughter) — Isabel Sun Chao (mother) ISABEL SUN CHAO AND CLAIRE CHAO REMEMBERING SHANGHAI A Memoir of Socialites, Scholars and Scoundrels A magnificent illustration of Nanjing Road in the 1930s, with Wing On and Sincere department stores at the left and the right of the street. Road Road ld ld SU SU d fie fie d ZH ZH a a O O ss ss U U o 1 Je Je o C C R 2 R R R r Je Je r E E u s s u E E o s s ISABEL’SISABEL’S o fie fie K K d d d d m JESSFIELD JESSFIELDPARK PARK m a a l l a a y d d y o o o o d d e R R e R R R R a a S S d d SHANGHAISHANGHAI -
European Human Resource Management: Researching Developments Over Time
A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Mayrhofer, Wolfgang; Brewster, Chris Article European Human Resource Management: Researching developments over time Management Revue Provided in Cooperation with: Rainer Hampp Verlag Suggested Citation: Mayrhofer, Wolfgang; Brewster, Chris (2005) : European Human Resource Management: Researching developments over time, Management Revue, ISSN 1861-9916, Rainer Hampp Verlag, Mering, Vol. 16, Iss. 1, pp. 36-62 This Version is available at: http://hdl.handle.net/10419/78964 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), -
The 1919 May Fourth Movement: Naivety and Reality in China
The 1919 May Fourth Movement: Naivety and Reality in China Kent Deng London School of Economics I. Introduction This year marks the 100th year anniversary of the May Fourth Movement in China when the newly established republic (1912-49) – an alien idea and ideology from the Chinese prolonged but passé political tradition which clearly modelled the body of politic after post-1789 French Revolution - still tried to find its feel on the ground. Political stability from the 1850 empire- wide social unrest on - marked by the Taiping, Nian, Muslim and Miao uprisings - was a rare commodity in China. As an unintended consequence, there was no effective control over the media or over political demonstrations. Indeed, after 1949, there was no possibility for the May Fourth to repeat itself in any part of China. In this regard, this one-off movement was not at all inevitable. This is first the foremost point we need to bear in mind when we celebrate the event one hundred year later today. Secondly, the slogan of the May Fourth 1919 ‘Mr. Sciences and Mr. Democracy’ (kexue yu minzhu) represented a vulgar if not entirely flawed shorthand for the alleged secret of the Western supremacy prior to the First World War (1914-1917). To begin with the term science was clearly confined within natural sciences (military science in particular), ignoring a long line of development in social sciences in the post-Renaissance West. Democracy was superficially taken as running periodic general elections to produce the head of the state to replace China’s millennium-long system of patrimonial emperors. -
Global Industrial Relations
Global Industrial Relations Divided into two distinct, but linked, sections, Global Industrial Relations begins by exploring regional characteristics and variations in industrial relations systems around the globe before examining the following contemporary developments: ● international trends in unionisation ● international collective bargaining ● industrial relations conflict ● the juridification of industrial relations ● the impact of multinationals and globalisation on industrial relations. Providing an overview of the industrial relations systems of nine regions, ranging from North America to India, and an in-depth assessment of key aspects of global industrial relations in the twenty-first century, this text breaks new ground. In bringing together contributions from leading academics in the field, it makes invaluable reading for academics, students, and practitioners alike. Michael J. Morley is Assistant Dean (Research) and Director of the Graduate Centre of Business at the University of Limerick, Ireland. Patrick Gunnigle is Professor of Business Studies at the University of Limerick, Ireland, where he is also Director of the Employment Relations Research Unit. David G. Collings is a lecturer in Human Resource Management and Organisational Behaviour at the Sheffield University Management School, University of Sheffield, UK. Routledge Global Human Resource Management Series Edited by Randall S. Schuler, Susan E. Jackson, Paul Sparrow and Michael Poole Routledge Global Human Resource Management is an important new series that examines human resources in its global context. This series is organised into three strands: Content and issues in global human resource management (HRM); Specific HR functions in a global context; and comparative HRM. Authored by some of the world’s leading authorities on HRM, each book in the series aims to give readers comprehensive, in-depth and accessible texts that combine essential theory and best practice. -
Engaging with Socialism in China: the Political Thought and Activities of Chen Gongbo and Tan Pingshan, 1917-1928
Engaging with Socialism in China: The Political Thought and Activities of Chen Gongbo and Tan Pingshan, 1917-1928 Xuduo Zhao PhD University of York History May 2019 1 Abstract This thesis investigates Chen Gongbo (1892-1946) and Tan Pingshan (1886-1956), two significant Cantonese Marxists who helped found the Chinese Communist Party (CCP) in 1921. I use Chen and Tan as a lens to re-examine the dissemination of Marxism in May Fourth China and the underlying tensions in 1920s Chinese revolution. My study demonstrates that it was in the changing educational system in the early 20th century that Chen and Tan gradually improved their positions in the cultural field and participated in the intellectual ferment during the May Fourth period. At Peking University they became familiarised with Marxism. Their understanding of Marxism, however, was deeply influenced by European social democracy, as opposed to many other early communist leaders who believed in Bolshevism. This divergence finally led to the open conflict within the CCP between Guangzhou and Shanghai in the summer of 1922, which also embodied the different social identities among early Chinese Marxists. After the quarrel, Chen quit while Tan remained within the party. During the Nationalist Revolution, both Tan and Chen became senior leaders in the Kuomintang, but they had to face yet another identity crisis of whether to be a revolutionary or a politician. Meanwhile, they had to rethink the relationship between socialism and nationalism in their political propositions. This study of Chen and Tan’s political thought and activities in the late 1910s and 1920s offers a different picture of Chinese radicalism and revolution in the early Republican period. -
Warlord Era” in Early Republican Chinese History
Mutiny in Hunan: Writing and Rewriting the “Warlord Era” in Early Republican Chinese History By Jonathan Tang A dissertation submitted in partial satisfaction of the Requirements for the degree of Doctor of Philosophy in History in the Graduate Division of the University of California, Berkeley Committee in Charge: Professor Wen-hsin Yeh, Chair Professor Peter Zinoman Professor You-tien Hsing Summer 2019 Mutiny in Hunan: Writing and Rewriting the “Warlord Era” in Early Republican Chinese History Copyright 2019 By Jonathan Tang Abstract Mutiny in Hunan: Writing and Rewriting the “Warlord Era” in Early Republican Chinese History By Jonathan Tang Doctor of Philosophy in History University of California, Berkeley Professor Wen-hsin Yeh, Chair This dissertation examines a 1920 mutiny in Pingjiang County, Hunan Province, as a way of challenging the dominant narrative of the early republican period of Chinese history, often called the “Warlord Era.” The mutiny precipitated a change of power from Tan Yankai, a classically trained elite of the pre-imperial era, to Zhao Hengti, who had undergone military training in Japan. Conventional histories interpret this transition as Zhao having betrayed his erstwhile superior Tan, epitomizing the rise of warlordism and the disintegration of traditional civilian administration; this dissertation challenges these claims by showing that Tan and Zhao were not enemies in 1920, and that no such betrayal occurred. These same histories also claim that local governance during this period was fundamentally broken, necessitating the revolutionary party-state of the KMT and CCP to centralize power and restore order. Though this was undeniably a period of political turmoil, with endemic low-level armed conflict, this dissertation juxtaposes unpublished material with two of the more influential histories of the era to show how this narrative has been exaggerated to serve political aims. -
PLANNING for INNOVATION Understanding China’S Plans for Technological, Energy, Industrial, and Defense Development
PLANNING FOR INNOVATION Understanding China’s Plans for Technological, Energy, Industrial, and Defense Development A report prepared for the U.S.-China Economic and Security Review Commission Tai Ming Cheung Thomas Mahnken Deborah Seligsohn Kevin Pollpeter Eric Anderson Fan Yang July 28, 2016 UNIVERSITY OF CALIFORNIA INSTITUTE ON GLOBAL CONFLICT AND COOPERATION Disclaimer: This research report was prepared at the request of the U.S.-China Economic and Security Review Commission to support its deliberations. Posting of the report to the Commis- sion’s website is intended to promote greater public understanding of the issues addressed by the Commission in its ongoing assessment of US-China economic relations and their implications for US security, as mandated by Public Law 106-398 and Public Law 108-7. However, it does not necessarily imply an endorsement by the Commission or any individual Commissioner of the views or conclusions expressed in this commissioned research report. The University of California Institute on Global Conflict and Cooperation (IGCC) addresses global challenges to peace and prosperity through academically rigorous, policy-relevant research, train- ing, and outreach on international security, economic development, and the environment. IGCC brings scholars together across social science and lab science disciplines to work on topics such as regional security, nuclear proliferation, innovation and national security, development and political violence, emerging threats, and climate change. IGCC is housed within the School -
Preliminary Programme
PLACE DE BROUCKÈRE-PLEIN - 31 - 1000 BRUSSELS - BELGIUM - Tel: 32 2 2266660 - Fax: 32 2 5121929 26th Workshop on Strategic Human Resource Management Reykjavik, May 16-17, 2011 Co-Organised with CHAIRPERSONS : Professor Martin HILB - University of St. Gallen, Switzerland (Coordinating Chairperson) Professor Dan ONDRACK - University of Toronto, Canada Professor Michael SEGALLA - HEC School of Management, France Professor Vlad VAIMAN - Reykjavik University, Iceland P R O G R A M M E Workshop on Strategic Human Resource Management - Monday, May 16, 2011 Registration 08:15 – 08:45 Programme presentation by Martin HILB - University of St. Gallen, 08:45 – 08:55 Switzerland Introduction by Vlad VAIMAN - Reykjavik University, Iceland, 08:55-09:05 Executive Editor EJIM Introduction by the Rector of the Reykjavik University 09:05 – 09:15 Key note speech by Professor Susan JACKSON (Rutgers University, 09:15 – 10:00 U.S.A.) - 'Greening Strategic HRM Research and Practice' Break 10:00 – 10:15 Parallel Sessions on Strategic HRM TRACK A: TRACK B: Chairperson : Martin Hilb Chairperson : Michael Segalla 10:15 – 10:35 TOP-MANAGERS’ PERCEPTION OF THE IMPORTANCE OF STRATEGIC HR SUSTAINABILITY AND HUMAN RESOURCE MANAGEMENT: WHAT REALLY LEMMERGAARD JEANETTE, (UNIVERSITY OF SOUTHERN DENMARK - MATTERS? ITALIAN HR MANAGERS AND SUSTAINABILITY OFFICERS’ DENMARK) - MARIA JÄRLSTRÖM PERCEPTIONS GUERCI MARCO, (MILANO POLYTECHNIC UNIVERSITY - ITALY) - MATTEO PEDRINI THE EFFECT OF DYNAMIC CONTEXTUAL FACTORS ON THE STRATEGIC 10:35 – 10:55 HOW STRATEGIC IS HUMAN RESOURCE MANAGEMENT GROUP WORK? ROLE OF HR SÄNTTI RISTO, (UNIVERSITY OF VAASA - FINLAND) - JÄRLSTRÖM MARIA, (UNIVERSITY OF VAASA - FINLAND) - LEMMERGAARD JEANETTE, VANHALA SINIKKA GYROSCOPIC MANAGEMENT AS ADDED VALUE FOR STRATEGIC HRM 10:55 - 11:15 STRATEGIC LEADERSHIP STYLES AND AMBIDEXTROUS LEARNING AS VINKE JOOP, (WEST UNIVERSITY-TIMISOARA - NETHERLANDS) - LOREDANA LEVERAGES OF DYNAMIC CAPABILITIES. -
1 Context and Global Mobility
CONTEXT AND GLOBAL MOBILITY: DIVERSE GLOBAL WORK ARRANGEMENTS Wolfgang Mayrhofer & B. Sebastian Reiche Version July 2014 Guest editorial published in Journal of Global Mobility Copyright © 2013-2014 Wolfgang Mayrhofer and Sebastian Reiche. All rights reserved. B. Sebastian Reiche, PhD Associate Professor IESE Business School Department of Managing People in Organizations Ave. Pearson, 21 Barcelona 08034, Spain Tel: +34 93 602 4491 Fax: +34 93 253 4343 E-mail: [email protected] 1 Guest Editorial Context and Global Mobility: Diverse Global Work Arrangements 1 Introduction Due to the continuous growth of global business, an increasing number of people are taking on roles and responsibilities that reach beyond the domestic work context. Even the global crisis of 2008 and its aftermath do not seem to have changed this trend (e.g., Brookfield Global Relocation Services 2012). On the contrary, recent industry surveys expect international assignments to increase by 50% until 2020 (PWC, 2010). As a result, a growing number of people are directly collaborating cross-nationally (Hinds, Liu, & Lyon, 2011). At the same time, the context in which this global work occurs is becoming more and more complex and the forms through which people engage in global work increasingly fragmented (Tharenou, 2005). Regarding increasing complexity, while it has been common to view an international relocation as a single career event, more and more employees engage in repeated staff transfers, thereby increasing the intensity of global mobility over the course of employees’ careers (Shaffer, Kraimer, Chen, & Bolino, 2012). Global work hence does not only enhance demands for physical mobility but also requires individuals to demonstrate higher levels of cognitive flexibility and deal with a wider range of non-work disruptions. -
O. Univ.-Prof. Dr. Wolfgang Mayrhofer
o. Univ.-Prof. Dr. Wolfgang Mayrhofer Wolfgang Mayrhofer is Full Professor and head of the Interdisciplinary Institute of Management and Organisational Behaviour, Department of Management, WU (Vienna University of Economics and Business), Austria. He previously has held research and teaching positions at the University of Paderborn, Germany, and at Dresden University of Technology, Germany, after receiving his diploma and doctoral degrees in Business Administration from WU. He conducts research in comparative international human resource management and leadership, work careers, and systems theory and management and has received several national and international rewards for outstanding research and service to the academic community. His teaching assignments at the doctoral, graduate and executive level and his role as visiting scholar led him, among others, to the Copenhagen Business School (Denmark), United Nations (Geneva), ESADE (Barcelona, Spain), Estonian Business School (Tallinn, Estonia), Hertie School of Governance (Berlin, Germany), INCAE (Costa Rica), ISCTE (Lissabon, Portugal), Rotterdam School of Management (The Netherlands), Stanford University (Palo Alto, U.S.), Universidad Carlos III (Madrid, Spain) and University of Istanbul (Turkey). He regularly consults to both private and public sector organisations, with an emphasis on leadership, team and self-development by outdoor training/sailing. Wolfgang Mayrhofer is a member of the editorial/advisory editorial board of Career Development International, Cross-Cultural Management, -
Ars Electronica Futurelab
Ars Electronica Futurelab Andreas J. Hirsch Edited by Horst Hörtner, Roland Haring, Hideaki Ogawa Alchemists of the Future Ars Electronica Futurelab The First 25 Years and Beyond ARS ELECTRONICA FUTURELAB 25 Years of Ars Electronica Futurelab The creation of the Futurelab was in equal measure an accident or a stroke of luck (right people, right time, right place) and the unavoidable consequence of the original Ars Electronica idea of a merging of art, technology, and society. It was certainly also an urgent necessity—actually the only chance—to make the planned Ars Electronica Center with its groundbreaking innovations, high artistic standards, and clear didactical goals a fully functioning “Museum of the Future.” In mid-1995, entrusted with this task, we were faced with so many technical and creative challenges that there was simply only one way forward: putting together a team of ambitious and visionary artists and technicians and striving to turn this great vision, which up to that point had existed only on paper, into reality. To realize his idea of an Ars Electronica Center, Hannes Leopoldseder had in advance invited experts and artists from all over the world to develop visions for this new kind of center and, not surprisingly, the invitees outdid themselves with spectacular scenarios ranging from LED wallpaper with which all walls would be covered (at that time there were not yet LED flatscreens on the market) to kinetic components that would change the building constantly. Alas, there was then the reality, a reality in which it was not enough to cobble these kinds of prototypes together for a short demonstration at a fair or art exhibition, but rather one in which they had to stand up to the real world of permanent exhibitions where they were on show six days a week, with only one day for maintenance and repair.