IHRM_1_Session_2024.pdf

„International Human Resource Management“ Introduction: IHRM & Culture Institute for Organization and Human Resource Management PD Dr. Thomas Köllen © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 1 Administration Dates – The lecture takes place on every second Tuesday (f...

„International Human Resource Management“ Introduction: IHRM & Culture Institute for Organization and Human Resource Management PD Dr. Thomas Köllen © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 1 Administration Dates – The lecture takes place on every second Tuesday (for exceptions check course schedule) – For each session the podcast from last year’s session will be made available (on the respective day) » Exam preparation with podcasts, slides and provided literature (3 articles) is possible – Session 6 will start with Q&A regarding the exam Course materials and readings – Will be provided on ILIAS (Provided readings are mandatory) Home assignments – For taking the exam, it is obligatory to hand in (via ILIAS) two short written conclusions regarding two case studies – Case Study 1 (already online, due date: 15.3. , upload via Ilias) » » » » Please respond to the three questions Extent: 1000 words +/- 100 words (taken together) You will get a passed/not passed (not a mark) The two best works will be shared with all course participants (anonymously), and they will each receive 2 bonus points for the exam – Case Study 2 (will be provided in 3. session, more details in the session) © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 2 Administration Exam Content – – – All content of lectures, podcasts, home assignments, literature provided Two case studies. 6th session on May 14th includes final exam preparation session. » Contact – Questions via email until Friday, May 10th Content and Administration: [email protected] Dates – Main session: Tuesday May 28th 2024, 16:30 – 17:30 – – – Room 002, Engehalde E8 Registration: 01.04.2024 - 17.05.2024 Deregistration: 01.04.2024 - 24.05.2024 – Second session: Thursday September 5th 2024, 14:30 – 15:30 – – – Room 002, Engehalde E8 Registration: 01.04.2024 - 27.08.2024 Deregistration: 01.04.2024 - 03.09.2024 © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 3 Agenda Session 1: Introduction: IHRM & Culture (20.02.2024) Session 2: Globalization & Organization (05.03.2024) Session 3: IHRM: Personnel Selection and Development (19.03.2024) Session 4: Intercultural Communication, Collaboration, & Leadership (16.04.2024) Session 5: International Assignments (30.04.2024) Session 6: Diversity Management + Open Questions and Exam Preparation (14.05.2024) 28.05.2024 Exam 05.09.2024 Exam © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 4 Administration Class Rules: Discussions and Group work Listen actively and attentively. Ask for clarification if you are confused. Do not interrupt one another. Challenge one another, but do so respectfully. Critique ideas, not people. Avoid put-downs (even humorous ones). Take responsibility for the quality of the discussion. Build on one another’s comments; work toward shared understanding. Do not monopolize discussion. Speak from your own experience, without generalizing. If you are offended by anything said during discussion, acknowledge it immediately. © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 5 Agenda Session 1: Introduction: IHRM & Culture (20.02.2024) Session 2: Globalization & Organization (05.03.2024) Session 3: IHRM: Personnel Selection and Development (19.03.2024) Session 4: Intercultural Communication, Collaboration, & Leadership (16.04.2024) Session 5: International Assignments (30.04.2024) Session 6: Diversity Management (14.05.2024) © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 6 Prelude: Let‘s start! Watch the following video: https://www.ted.com/talks/taiye_selasi_don_t_ask_where_i_m_from_ask_where _i_m_a_local Rituals / Relationships / Restrictions What do you think? © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 7 Prelude: Stereotypes What are stereotypes? What was the last stereotype you were personally confronted with? Do you use stereotypes yourself? If yes, when, why? If no, why not? © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 8 © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 9 Which characteristics do you think descibe the Swiss best? Which characteristics do you think descibe the French best? Please select 5 characteristics. (out of 45) Please select 5 characteristics. (out of 45) Swiss respondents French respondents (n=3307) (n=1611) conscien1413 42.73% national757 46.99% tious istic honest 1225 37.04% orderly 539 33.46% Swiss respondents French respondents (n=3392) (n=1640) ostenta2315 68.25% ostenta613 37.36% tious tious arrogant 2101 61.94% arrogant 601 36.62% reliable 1092 33.02% honest 505 31.35% 1369 40.36% competent 568 34.61% efficient 1090 32.96% calm 491 30.48% nationalistic talkative 1145 33.76% affable 513 31.26% competent 1077 32.57% methodical 451 28.00% lazy 1027 30.28% sociable 410 24.98% orderly 1072 449 27.87% unreliable 918 27.06% efficient 406 24.74% reserved 998 32.42% conscientious 30.18% reserved 420 26.07% ambitious 832 24.53% talkative 390 23.77% methodical 966 29.21% polite 401 24.89% affable 717 325 19.80% demanding 947 28.64% competent 369 22.91% loud 609 21.14% nationalistic 17.95% direct 314 19.13% polite 809 24.46% demanding 346 21.48% negligent 547 16.13% ambitious 297 18.10% Source: Deferne und Köllen, 2021 © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 10 Which characteristics do you think descibe the Swiss best? Which characteristics do you think descibe the French best? Please select 5 characteristics. (out of 45) Please select 5 characteristics. (out of 45) Swiss respondents French respondents (n=3307) (n=1611) gewissen1413 42.73% nationali757 46.99% haft stisch ehrlich 1225 37.04% ordnungs539 33.46% liebend zuverlässig 1092 33.02% ehrlich 505 31.35% effizient kompetent 1090 1077 ordnungs1072 liebend zurückhalte 998 nd systema966 tisch anspruchs- 947 voll höflich 809 32.96% ruhig 32.57% systematisch 32.42% gewissenhaft 30.18% zurückhalte nd 29.21% höflich 491 451 30.48% 28.00% 449 27.87% 420 Swiss respondents French respondents (n=3392) (n=1640) prahlerisch 2315 68.25% prahlerisch 613 37.36% arrogant 2101 61.94% arrogant 601 36.62% nationalistisch redselig faul 1369 40.36% kompetent 568 34.61% 1145 1027 33.76% umgänglich 30.28% gesellig 513 410 31.26% 24.98% 918 27.06% effizient 406 24.74% 26.07% unzuverlässig ehrgeizig 832 24.53% redselig 390 23.77% 401 24.89% umgänglich 717 325 19.80% 28.64% kompetent 369 22.91% laut 609 21.14% nationalistisch 17.95% direkt 314 19.13% 24.46% anspruchsvoll 346 21.48% nachlässig 547 16.13% ehrgeizig 297 18.10% Quelle: Deferne und Köllen, 2021 © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 11 Prelude: Stereotypes Stereotypes are popular beliefs about social groups or types of individuals. They are standardized and simplified conceptions based on prior, often deeply held assumptions. Defining self and others implies having shared categorization systems Stereotyping important for sense-making, classifying situations Stereotyping is a process in which an individual is associated with general attributions of the group the individual belongs to Scripts: “typically” female/male, “typically” French/German Stereotyping might lead to discrimination Exclusion and self-exclusion © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 12 © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 13 Introduction: IHRM & Culture Learning Objectives Once you've worked your way through today‘s lecture, you should be able to explain the difference between different approaches to human resource management, the tasks of international human resource management, what culture might be taken to be and at what levels the term "culture" finds application, what functions culture carries, what scientific approaches to culture there are in management research and how useful they are in practice, what kind of culture research has been undertaken, what kinds of methods it used and what results it produced the essentializing power/nature of the concept of culture and its negative consequences. © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 14 Preface: The importance of intercultural communication https://www.youtube.com/watch?v=PSt_op3fQck © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 15 Preface: Relevance for Switzerland: One country, several cultures Four cultures, four languages Population by main language group, 2012 Germa n 64% German French Italian Romansh (Federal Statistics Office, 2012) Switzerland has four national languages Cultures and traditions differ across language regions Many celebrations, customs and traditions are rooted in religion (41,8 per cent catholic vs. 35,5 per cent protestant) © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 16 Usual foreign resident population in Switzerland 2022 (25,43%): Population in Switzerland: 8.815.385 Foreign Population: 2.241.854 https://migration.swiss/en/migration-report-2022/immigration-and-integration/immigration-statistics?lang=true © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 17 Preface: Relevance for Switzerland ACWL List of international organisations based in Switzerland Advisory Centre on WTO Law Geneva BIS Bank of international settlements Basel CERN European Organisation for Nuclear Research Geneva EFTA European Free Trade Association Geneva GAVI Alliance Global alliance for vaccines and immunization Geneva Global Fund Global Fund to fight AIDS, Tuberculosis and Malaria Vernier/Geneva IBE-UNESCO International Bureau of Education Geneva ICDO International Civil Defence Organisation Petit-Lancy ICRC International Committee of the Red Cross Geneva IFRC International Federation of Red Cross and Red Crescent Societies Geneva ILO International Labour Organization Geneva IOM International Organisation for Migration Geneva IPU Inter-Parliamentary Union Geneva ITU International Telecommunication Union Geneva OSCE Court Arbitration and Conciliation Court within the OSE Geneva OTIF Intergovernmental Organization for International Carriage by Rail Bern SC South Centre Geneva © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management Switzerland is an international country par excellence: numerous international organizations have their headquarters in Geneva, Berne and Basel, along with many NGOs and state embassies. Particularly due to Geneva's status, Switzerland is an important international meeting place. (Federal Department of Foreign Affairs 2014) 18 Preface: Relevance for Switzerland UNO List of international organisations based in Switzerland (continued) United Nations Organization New York UNOG United Nations Office at Geneva Geneva UPOV International Union for the Protection of New Varieties of Plants Geneva UPA Universal Postal Union Bern WHO World Health Organization Geneva WIPO World Intellectual Property Organization Geneva WMO World Meteorological Organization Geneva WTO World Trade Organization Geneva IATA International Air Transportation Association Geneva IEC International Electrotechnical Commission Geneva ISO International Organization for Standardization Geneva IUCN World Conservation Union Gland SITA Airline Telecommunication and Information Services Geneva WADA World Anti-Doping Agency Lausanne DNDi Drugs for Neglected Diseases Initiative Geneva FIND Foundation for Innovative New Diagnostics Geneva GAIN Global Alliance for Improved Nutrition Geneva MMV Medicines for Malaria Venture Geneva GICHD Geneva International Centre for Humanitarian Demining Geneva © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 19 39,000 international diplomats and officials (35,000 in Geneva) 25 intergovernmental organizations (22 in Geneva) (Federal Department of Foreign Affairs 2014) Preface Relevance for Switzerland: Exports © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 20 Preface Relevance for Switzerland: Exports © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 21 Preface Relevance for Switzerland: Swiss firms abroad © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 22 (Forbes 2021) Intercultural vs. international human resource management International vs. national personnel management Defintitions „International management covers both the crossing of national borders and the internal and external environment diversity that organizations and their managers experience when functioning outside their home state.” (Boddewyn/Toyne/Martinez 2004: 200) “Human resource management is the functional unit of business administration that is primarily responsible for the allocation and target- oriented deployment of people in organizations […]." "International human resource management comprises these same responsibilities, but involves therefore a range of further tasks of a very variegated nature." (Festing/Weber 2000: 428; translated from German) © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 23 Intercultural vs. international human resource management International vs. national human resource management Causes of increased complexity and uncertainty Foreignness of the host country Country-specific environmental factors and conditions Cognitive differences Linguistic variation and communicative differences © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 24 Intercultural vs. international human resource management International vs. national human resource management Distinctive features of international human resource management More tasks Global perspective Greater impact on private life More risk-laden Various economic and sociocultural conditions and factors taken into account Equal treatment of different nationalities (cf. Weber/Festing/Dowling/Schuler 2001: 12 ff.; Scholz 2000: 825 ff.) © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 25 Intercultural vs. international human resource management International vs. national human resource management General aims of international human resource management Ensuring personnel deployment (qualitatively and quantitatively) Identification of critical HR success factors Promoting cross-border know-how transfer Monitoring different habits of thought and behavior Enabling harmonious and constructive social interaction across borders Creating a corporate culture characterised by openness and tolerance Improved readiness and capacity for mobility Promoting cultural empathy © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 26 Intercultural vs. international human resource management Perspectives on international human resource management According to Nancy J. Adler, intercultural management research looks into "[…] the behavior of people in organizations around the world and shows people how to work in organizations with employee and client populations from many different cultures. […] describes organizational behaviour within countries and cultures; compares organizational behaviour across countries and cultures; and, most important, seeks to understand and improve the interaction of co-workers, managers, executives, clients, suppliers, and alliance partners from countries and cultures around the world.“ (Adler 2008: 13) © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 27 International vs. national personnel management HRM in multinational companies Tasks and instruments on three levels 1. Personnel management tasks Personnel planning Recruitment Development Deployment Motivation and incentives Employer/employee relations Leadership © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 28 International vs. national personnel management HRM in multinational companies Tasks and instruments on three levels 2. Personnel categories Parent or Home Country Nationals (PCN): Definition: reside abroad but are citizens of the parent country of multinational companies. Usually referred to as expatriates. Example: a Swiss company sends Swiss citizens to an Asian-Pacific country on special assignment Host Country Nationals (HCN): Definition: local people, hired by the company. Example: a French manager working for Siemens in France Third Country Nationals (TCN): Definition: citizens of countries other than the one in which the company is headquartered or the one in which they are assigned to work by the multinational. Example: a Swiss manager working for Philips, Dutch Company, in Germany © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 29 International vs. national personnel management HRM in multinational companies Tasks and instruments on three levels 3. Countries Host: Example: a Swiss company sends Swiss citizens to Japan on special assignment. Japan is the host country. Home Example: a Swiss company sends Swiss citizens to Japan on special assignment. Switzerland is the home country. Other Example: a Swiss company sends Swiss citizens to Japan on special assignment. Switzerland is the home country. During the stay Swiss citizens work on a project together with a Chinese supplier. China is the “other” country. © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 30 Culture Definitions of culture "Culture consists of patterns, explicit and implicit of and for behaviour acquired and transmitted by symbols, constituting the distinctive achievement of human groups, including their embodiment in artefacts; the essential core of culture consists of traditional (i.e., historically derived and selected) ideas and especially their attached values; culture systems may, on the one hand, be considered as products of action, on the other hand, as conditioning elements of future action." (Kroeber/Kluckhohn 1952: 357) "[…] the collective programming of the mind which distinguishes the members of one human group from another." (Hofstede 1980: 25) © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 31 Concepts and functions of culture Conceptual delimitation of various levels of culture Societal culture Sector culture Corporate culture Subculture Culture of the individual (Scheuss 1985: 86; translated from German) © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 32 Concepts and functions of culture Culture‘s functions Orientation: Members are taught what is "right" and "wrong". Meaning: Culture assigns deeper meaning to the actions of individuals. Coordination and integration: Culture conveys a sense of unity to its members and marks them off against other social groups / organisations. Justification: A social unit's culture provides fundamental rationales that sanction behavior and actions both inwardly and to the outside. © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 33 Concepts and functions of culture Approaches in management theory Static level "Culture-free thesis": A management subculture has emerged due to identical tasks and roles of management around the world. The differences in development that still obtain have to be attributed to the respective economies. Representatives: Harbison/Myers/Porter/Lawer, Haire/Ghiselli versus "Culture-bound thesis": Culture serves management as a template for interpretation; therefore, management and culture cannot be separated. Management theories and concepts are culture-bound and cannot be freely transferred to other cultures. Representatives: Hofstede, Trompenaars, Lewis © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 34 Concepts and functions of culture Approaches in management theory Dynamic level Convergence thesis: Cultural differences are becoming weaker, a "world culture" is emerging. Representatives: Levitt, Fayerweather, Johannson/Yip versus Divergence thesis: Value and norm systems of different cultures are gradually drifting apart, or at least are not converging. Representatives: Laurent, Hofstede et al., Trompenaars © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 35 Culture research Hofstede 1. Power distance: the extent to which the less powerful members of a society or organisation accept and expect that power is distributed unequally. Ratings: from low to high (scale) 2. Individualism vs. collectivism: the degree to which individuals are supposed to look after themselves or remain integrated into various social groups. Ratings: individualism, collectivism 3. Masculinity vs. femininity: reflects the character of a society in terms of emotional gender roles. "Tough" masculine contrast with "tender" feminine societies. Ratings: masculinity, femininity © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 36 Culture research Hofstede 4. Uncertainty avoidance: This dimension reflects whether and to what degree members of a society feel comfortable or uncomfortable in unstructured (i.e. novel, unusual, etc.) situations. Ratings: low to high (scale) 5. Confucian dynamism: This dimension derives from a study with specific focus on the Asian room. It shows whether a society is long-term oriented and dynamic or short-term oriented and static, where both poles, says Hofstede, "seem to be taken straight from the teachings of Confucius". Ratings: long-term oriented, short-term oriented 6. Indulgence vs. Restraint: This dimension bases on Minkov's World Values Survey data analysis for 93 countries. Indulgence stands for a society that allows relatively free gratification of basic and natural human drives related to enjoying life and having fun and restraint stands for a society that suppresses gratification of needs and regulates it by means of strict social norms. Ratings: low to high (scale) (cf. Hofstede/Hofstede/Minkov 2010) Link to Hofstede‘s Homepage: https://geerthofstede.com/ © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 37 Culture Research Societal norms in relation to Hofstede's cultural dimensions Low High Individualism  We-feeling  Orientation to community  Identity founded on social system  I-feeling  Self-orientation  Identity created individually Masculinity  Focus on relations  Importance of quality of life: "work for living"  Intuition  Blurred gender distinction  Materialistic  Importance of performance and growth: "living for work"  Resolve  Clear distinction between gender roles Low High Power distance  Minimisation of societal inequality  Hierarchy as role equality due to functional adequacy  Subordinates and superiors people like you and me  Same rights for all  Striving for rewards  Power of experts  Inequality is fundamental for organisation of society  Hierarchy as existential inequality  Subordinates and superiors different kind of people  Privileges for the powerful  Striving for power  Hard work no virtue per se  Aggressive behaviour rejected  Hiding emotions  Fairness in and constructive attitude to conflict and  Inner compulsion to work hard  Tolerant of own and others' aggressive behaviour  Open display of emotions; aggression in conflict and Uncertainty avoidance competition Greater acceptance of dissent   Trust in generalists and majorities competition  Strong desire for uniformity of opinions  Trust in experts and their specialist knowledge The Confucian dynamism refers only to Asia. The 6th dimension, indulgence vs. restraint, is relatively new and has not yet been sufficiently tested. (cf. Hofstede et al. 2010) © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 38 Culture Research Switzerland and the Hofstede Dimensions Switzerland‘s scores on the Hofstede dimensions compared to France, Italy, and Germany 100 90 80 70 60 50 40 30 20 10 0 Power Distance Individualism Masculinity Switzerland © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management France Uncertainty Avoidance Italy Pragmatism Germany 39 Indulgence Culture Research Second order studies: GLOBE GLOBE project (Global Leadership and Organizational Behaviour Effectiveness) GLOBE is a research project of several US-universities and a social entity. The project investigates into culture and leadership by means of the survey of over 17’000 middle managers from 951 companies in the three industries: banking, food processing and telecommunications, in 62 societies. It explores the intercultural validity of leadership characteristics and behaviours and how these are influenced by different cultural contexts. The GLOBE social entity is also a network of 170 social scientists and management scholars. The idea of a global research programme concerned with leadership and organization practices (form and processes) was conceived by Robert J. House (The Wharton School: University of Pennsylvania) in 1991. (cf. Javidan/House 2002; House/Javidan et al. 2002; Gupta/Hanges/Dorfman 2002; Gupta/Surie/Javidan et al. 2002; Ashkanasy/TrevorRoberts/Earnshaw 2002; Kabasakal/Bodur 2002; Szabo/Brodbeck et al. 2002; Bakacsi/Takacs et al. 2002, House/Quigley/de Luque 2010) © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 40 Culture Research GLOBE-Dimensions of organizational and societal culture GLOBE-Dimensions of organizational and societal culture 1. 2. 3. 4. 5. 6. 7. 8. 9. Power distance Uncertainty avoidance Assertiveness Future orientation Performance orientation Family collectivism Institutional collectivism Humane orientation Gender egalitarianism GLOBE-Dimensions of effective leadership 1. 2. 3. 4. 5. 6. Charismatic/Value based Team oriented Participative Humane oriented Autonomous Self-protective (cf. Brodbeck 2006: 19 ff.) For more information go to GLOBE-Homepage: https://globeproject.com/ © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 41 Culture Research GLOBE vs. Hofstede The Initiators Robert J. House Geert Hofstede * 1932 -†2011, USA *1928, The Netherlands New data vs. Existing data Team vs. single researcher Managers vs. Employees Theory-driven vs. action-driven US-inspired vs. Decentered Organizational culture as similar vs. different in nature to/from societal culture National wealth as a part vs. as an antecedent of culture (Hofstede, 2006) © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 42 Culture Research Hofstede vs. GLOBE Both research projects were and still are very influential However, they also face criticism: For example the validity of the Individualsm-Collectivism dimension was put into question: „The arbitrary use of one or the other national culture score without adequate justification is likely to undermine our understanding of culture and how it affects behaviour.“ (Brewer & Venaik, 2011, p. 437) Hofstede reanalyzed the results presented in the GLOBE summary book 2004 and claims that the researchers misunderstood how the respondents answered the survey. © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 43 © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 44 Home Assignments Case 1: Fred Bailey: An Innocent Abroad Due Date: 15.03. © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 45 Thank you! © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 46 References Adler, Nancy (2008) International Dimensions of Organizational Behavior, 5th ed., Cincinnati 2008 Ashkanasy, Neal M./Trevor-Roberts, Edwin/Earnshaw, Louise (2002) The Anglo Cluster: legacy of the British empire. In: Journal of World Business, vol. 37 2002, issue 1, pp. 28-39 Bahnmüller, Kurt (resp.) (2004) Euro-Top-500 special. In: Handelszeitung, vol. 43. 2004, pp. 65-72 Boddewyn, Jean,/Toyne, Brian/Martinez, Zaida (2004) The Meanings of “International Management”. In: Journal of international business, vol. 44 2004, issue 2, pp. 195-212 Brewer, P. & Venaik, S. (2011). Individualism-Collectivsm in Hofstede and GLOBE. Journal of International Business Studies, 42, 436-445 Brodbeck, Felix. C. (2006) Navigationshilfe für internationales Change Management: Erkenntnisse aus dem GLOBE Project. In: Organisationsentwicklung, vol. 25 2006, pp. 16-31 Festing, Marion/Weber, Wolfgang (2000) Internationales Personalmanagement. In: WiSt, Wirtschaftliches Studium. Zeitschrift für Ausbildung und Hochschulkontakt, vol. 29. 2000, issue 8, pp. 428-433 Forbes (2014) The global 2000. [Online] URL: http://www.forbes.com/global2000/ , retrieved: February 2014 Franko, Krisztina (2004) Interkulturelle Kommunikation in Ungarn tätiger Unternehmen aus dem deutschsprachigen Raum. Research project Universität Bern, unpublished, 2004 Gupta, Vipin/Hanges, Paul, J./Dorfman, Peter (2002) Cultural clusters: methodology and findings. In: Journal of World Business, vol. 37 2002, issue 1, pp. 11-15 Gupta, Vipin/Surie, Gita/Javidan et al. (2002) Southern Asia cluster: where the old meets the new? In: Journal of World Business, vol. 37 2002, issue 1, pp. 16-27 © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 47 References Hofstede, Geert (1980) Motivation. Leadership and Organisation: Do American Theories Apply Abroad? In: Organisational Dynamics, vol. 9 1980, issue 1, pp. 42-62 Hofstede, G. (1983). National Cultures in Four Dimensions: A Research-based Theory of Cultural Differences among Nations. International Studies of Management & Organization, 13(1/2), 46-74. Hofstede, G., Neuijen, B., Ohayv, D. D. & Sanders, G. (1990). Measuring Organizational Culutres: A Qualitative and Quantitative Study Across Twenty Cases. Administrative Science Quarterly, 35(2), 286-316. Hofstede, Geert (1994) The Business of International Business is Culture. In: International Business Review, vol. 3 1994, issue 1, pp. 114 Hofstede, G. (2006). What Did GLOBE Really Measure? Researchers' Minds versus Respondents' Minds. Journal of International Business Studies, 37(6), 882-896. Hofstede, Geert / Hofstede, Gert J. / Minkov. Michael (2010) Cultures and Organizations: software of the mind: Intercultural Cooperation and Ist Improtance for Survival, 3rd ed., New York 2010 House, Robert J. et al. (2004) Culture, Leadership, and Organizations. The GLOBE Study of 62 Societies, Thousand Oaks, California (2004) House, Robert/Javidan, Masour et al. (2002) Understanding cultures and implicit leadership theories across the globe: an intoduction to project GLOBE. In: Journal of World Business, vol 37 2002, issue 1, pp. 3-10 House, Robert J./Quigley, Narda R./Sully de Luque, Mary (2010) Insights from Project GLOBE. Extending global advertising research through a contemporary framework. In: International Journal of Advertising, vol. 29 2010, issue 1, pp. 111-140 Javidan, Mansour/House Robert J. (2002) Leadership and cultures around the world: findings from GLOBE. An introduction to the special issue. in: Journal of World Business, vol. 37 2002, issue 1, pp. 1-2 © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 48 Kabasakal, Hayat/Bodur, Muzaffer (2002) Arabic cluster: a bridge between East and West. In: Journal of World Business, vol. 37 2002, issue 1, pp. 40-54 Kroeber, Alfred L./Kluckhohn Clyde (1952) Culture: A critical reviw of concepts and definitions. In: Papers of the Peabody Museum of Archeology and Ethnology, vol. 47 1952, issue 1, p. 357, p. 666 Novartis International AG (2009) About Novartis. People. [Online] URL: http://www.novartis.com/aboutnovartis/people/index.shtml, retrieved: November 2010 Kutschker, Michael/Schmidt, Stefan (2006) Internationales Management, 5th rev. ed., Munich 2004 Rugman, Alan M./Hodgetts, Richard M. (2000) International Business: A Strategic Management Approach, 2th ed., Harlow 2000 Scheuss, Ralph-Werner (1985) Strategische Anpassung der Unternehmung: ein kultur-orientierter Beitrag zum Management der Unternehmens-entwicklung. Dissertation der Hochschule St. Gallen, Zurich 1985 Scholz, Christian (2000) Personalmanagement: Informationsorientierte und verhaltenstheoretische Grundlagen, 5th ed., München 2000 Sorge, Arndt (2004) Kulturvergleichende Organisationsforschung. In: Handwörterbuch Unternehmensführung und Organisation, Eds. Georg Schreyögg and Axel von Werder, 4th ed., Stuttgart 2004, col. 716-724 Staehle, Wolfgang H. (1999) Management: eine verhaltenswissenschaftliche Perspektive, 8th ed., Munich 1999 Szabo, Erna/Brodbeck, Felix, C. et al. (2002) The German Europe cluster: where employees have voice. In: Journal of World Business, vol. 37 2002, issue 1, pp. 55-68 Weber, Wolfgang/Festing, Marion/Dowling, Peter/Schuler, Randall S. (2001) Internationales Personalmanagement, 2nd ed., Wiesbaden 2001 © IOP 2024 I PD Dr. Thomas Köllen I International Human Resource Management 49