Articles

Die Globale Telefonkonferenz

M. SEGALLA, K. Sandner

Harvard Business Manager

2010, n°11

Départements : Management et Ressources Humaines, GREGHEC (CNRS)


Faith in Firms - As Low As You'd Expect

M. SEGALLA

Harvard Business Review

janvier-février 2010, pp.22-23

Départements : Management et Ressources Humaines, GREGHEC (CNRS)

https://hbr.org/2010/01/faith-in-firms-as-low-as-youd-expect


Find the Real Power in Your Organization

M. SEGALLA

Harvard Business Review

mai-juin 2010, pp.800-801

Départements : Management et Ressources Humaines, GREGHEC (CNRS)


In a perfect world, managers' authority and engagement would reflect their positions in the organizational hierarchy, rising as people climbed up the ranks. When the researchers mapped the responses that more than 3,000 managers gave to a battery of questions about their sense of responsibility and their actual authority, they saw a world filled with underengaged and surprisingly powerless managers. Worse, they identified unexpected hot spots - and dangerous vacuums - of power.

Hard-won and easily lost: The fragile status of leaders in gender-stereotype-incongruent occupations

E. L. UHLMANN, V. Brescoll, E. Dawson

Psychological Science

novembre 2010, vol. 21, n°11, pp.1640-1642

Départements : Management et Ressources Humaines


The article presents a study that examines how a mistake could affect the career of an individual who achieved a high-status position in a gender-incongruent occupations. The researchers contend that stereotypes affect judgment when the qualifications of the minorities and women are ambiguous. The occupations considered for the study are women's college president and police chief. The study demonstrates that women sucessful in male domains are considered less competent. *DISCRIMINATION in employment *HUMAN error *CAREER development *JOB performance *WOMEN -- Employment *MEN -- Employment COLLEGE presidents POLICE chiefs

Holding your place: Reactions to the prospect of status gains and losses

N. Pettit, K. YONG, S. Spataro

Journal of Experimental Social Psychology

mars 2010, vol. 46, n°2, pp.396-401

Départements : Management et Ressources Humaines

Mots clés : Status gain, Status loss, Status contests, Status threat, Intragroup processes, Loss aversion


This paper examines individuals’ reactions to the prospect of gaining or losing status in groups. The results of three experiments provide evidence that individuals attach greater value to status when recalling the risk of status loss than when recalling the potential for status gain (Experiment 1), are willing to pay more to avoid a status loss than to achieve a status gain (Experiment 1), and put forth greater effort when striving to prevent status loss than when striving to gain status (Experiment 2). Finally, individuals who risk losing status allocate more resources toward personal status concerns (and away from group interests and potential monetary gain) than do individuals who have a chance of gaining status (Experiment 3). We discuss the implications of this research both in terms of individuals’ psychological experience of their status, as well as status attainment and maintenance concerns in groups

Identity as Narrative: Prevalence, Effectiveness, and Consequences of Narrative Identity Work in Macro Work Role Transitions

H. IBARRA, R. BARBULESCU

Academy of Management Review

janvier 2010, vol. 35, n°1, pp.135-154

Départements : Management et Ressources Humaines, GREGHEC (CNRS)


Identity As Narrative: Prevalence, Effectiveness, and Consequences of Narrative Identity Work in Macro Work Role Transitions

R. BARBULESCU, H. IBARRA

Academy of Management Review

janvier 2010, vol. 35, n°1, pp.135-154

Départements : Management et Ressources Humaines, GREGHEC (CNRS)

http://amr.aom.org/content/35/1/135.short


Self-narratives—stories that make a point about the narrator—help people revise and reconstruct identities during work role transitions. We propose a process model in which people draw on narrative repertoires to engage in narrative identity work in role-related interactions. Using feedback from their interactions, they revise both the stories and repertoires. Successful completion of the transition is facilitated by enduring and coherent repertoire changes to express the new role identity

Intercultural communication in foreign subsidiaries: The influence of expatriates' language and cultural competencies

V. PELTOKORPI

Scandinavian Journal of Management

juin 2010, vol. 26, n°2, pp.176-188

Départements : Management et Ressources Humaines


Despite their dual impact on intercultural communication, scholarly discussions on languages and cultural values have evolved separately in international management literature. Building on the three communication zones theory (Du-Babcock & Babcock, 1996), which describes intercultural communication through three different language proficiency zones, the present study explores the influence of expatriates' host country language and cultural competencies on intercultural communication in foreign subsidiaries. In contrast to international management literature in which cultural values and languages have been treated independently, interviews in 58 Nordic subsidiaries in Japan show that expatriates' host country language and cultural competencies are accompanied by different challenges and opportunities.Keywords: Cultural values; Expatriate; Intercultural communication; Japan; Language; Three communication zones theory

Language Policies and Communication in Multinational Companies: Alignment With Strategic Orientation and Human Resource Management Practices

F. VAN DEN BORN, V. PELTOKORPI

Journal of Business Communication

avril 2010, vol. 47, n°2, pp.97-118

Départements : Management et Ressources Humaines

Mots clés : Communication, Human resource management, Strategy, Language policy, Social identity theory


This article focuses on the degree of alignment among multinational company (MNC) strategic orientation, human resource management (HRM) practices, and language policies. On the one hand, the authors propose that the coherent, tight alignment among the HRM practices, language policies, and MNC strategic orientation, in terms of ethnocentricity, polycentricity, or geocentricity, is beneficial. On the other hand, they use international business research on language in MNCs to illustrate that what is good in theory is often more difficult in practice. For example, HRM practices and language policies in foreign subsidiaries may not be tightly aligned with the corporate-level activities, and some hybridization tends to occur, for example, because of contextual reasons in host countries. Key Words: communication ' human resource management ' strategy ' language policy ' social identity theory

Lyfliyfliyfliyfliyfliyfliyfliyfanguage Policies and Communication in Multinational Companies

F. van den Born, V. PELTOKORPI

Journal of Business Communication

avril 2010, vol. 47, n°2, pp.97-118

Départements : Management et Ressources Humaines


This article focuses on the degree of alignment among multinational company (MNC) strategic orientation, human resource management (HRM) practices, and language policies. On the one hand, the authors propose that the coherent, tight alignment among the HRM practices, language policies, and MNC strategic orientation, in terms of ethnocentricity, polycentricity, or geocentricity, is beneficial. On the other hand, they use international business research on language in MNCs to illustrate that what is good in theory is often more difficult in practice. For example, HRM practices and language policies in foreign subsidiaries may not be tightly aligned with the corporate-level activities, and some hybridization tends to occur, for example, because of contextual reasons in host countries. Key Words: communication ' human resource management ' strategy ' language policy ' social identity theory


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