The transfer of human resource management systems overseas: An exploratory study of Japanese and American maquiladoras

The field of international management has, until recently, largely ignored how human resources management (HRM) systems in overseas subsidiaries are designed and how design impacts performance. In addition, there is virtually no research comparing the HRM systems in Japanese and Western affiliates. In an attempt to begin to address this important issue, this chapter presents the results of a study of Japanese and American maquiladoras (in-bond assembly plants) in Mexico. This chapter examines the relative influence of parent company strategy, strategic role of the affiliate, parent company administrative heritage, and host country environment on the HRM systems in eight maquiladoras, four Japanese and four American, located in Tijuana, Mexico. Using a contingency framework, this chapter also describes the fits between each maquiladora's HRM system and its internal and external environments. Finally, it identifies the resulting impact of these fits on performance, both at the individual employee and affiliate levels

The Use of Condition Score to Determine Glycerol Concentration in the Treatment of Waterlogged Leather: an Empirical Solution

In recent years the treatment of waterlogged archaeological leather, unlike wood, has received little attention in the conservation literature. The selection of treatments for wet leather is generally thought to be less critical than that for wet wood. However variations in the treatment of leather do affect the success of the treatment process. By examining these effects we may identify which are the critical elements of the treatment. At the Museum of London (MoL) the treatment of waterlogged leather with glycerol impregnation and freeze drying, follows a method developed in the early 1980’s for the efficient treatment of large quantities of material (1). This study aims to build upon that work, by establishing the most effective concentration of glycerol to use with each individual artefact. To do this it has been necessary to implement a procedure to evaluate the relative success of treatments. This has been carried out using an experimental design similar to those commonly used in industrial and medical research (2). This study forms part of a larger research project reviewing our approach to the conservation of archaeological leather. It is hoped that other aspects of the leather treatment process will be investigated by the authors over the next few years

Ware ware nihonjin but we're not all alike: How Japanese managers champion innovation

This paper, using a study based on a survey of 678 managers in 8 Japanese firms, examines the similarities and differences in the preferred styles of innovation championing that exist across large established Japanese companies. The results of the study show that championing styles vary greatly across Japanese organizations. The implication of this finding is that research on Japanese firms should avoid looking only for similarities which reinforce stereotypes of a "Japanese way" of managing the innovation process

Organizational variation in championship behavior: The case of Japanese firms

This study examines differences in corporate culture between Japanese firms as expressed in championing behaviors. The results of a survey of 678 managers in 8 Japanese firms concerning their preferences regarding innovation championing styles are reported. These show that the emphasis in previous research on the similarities between Japanese firms should be abandoned. In addition, the present study lends important support to the assumption of independence of organizational culture from social environment

Burgerville: Instilling a Sustainable Culture

From a single store to a regional chain, Burgerville has differentiated from other national chains by maintaining a strong relationship with its customers, supply partners, employees and the community. A case study from PSU\u27s School of Business delves deeper into Burgerville\u27s commitment to instilling a sustainability culture by assessing the impact of the company\u27s mission to Serve with Love. The analysis in this study covers Burgerville’s strategic changes in: Product development – BV\u27s commitment in using locally and seasonally sourced ingredients throughout its menu Supply chain management – BV\u27s approach to maintaining strong relationships with suppliers, and preferentially purchasing from Food Alliance certified producers. Use of renewable energy – BV\u27s purchase of wind power credits equal to 100% energy use in its restaurants and corporate headquarters. Recycling and composting – BV\u27s commitment to providing recycling and composting stations. In addition, nearly all of BV’s packaging materials come from 100% renewable materials. Employee relations – BV\u27s commitment to offering healthcare benefits to any employee working more than 20 hours per week. Training – BV’s commitment to training employees at all levels to convey its core beliefs in sustainability and community. Transparency – BV’s commitment to educating customers about exactly what they are eating by providing specific nutritional information on each receipt Burgerville\u27s commitment in implementing these strategic changes has shaped its reputation as the alternative place to go for quality, local, fast food

Scientific mindfulness: a foundation for future themes in international business

We conceptualize new ways to qualify what themes should dominate the future IB research agenda by examining three questions: Whom should we ask? What should we ask and which selection criteria should we apply? What are the contextual forces? We propose scientific mindfulness as the way forward for generating themes in IB research

Satellite Monitoring of Terrestrial Plastic Waste

Plastic waste is a significant environmental pollutant that is difficult to monitor. We created a system of neural networks to analyze spectral, spatial, and temporal components of Sentinel-2 satellite data to identify terrestrial aggregations of waste. The system works at continental scale. We evaluated performance in Indonesia and detected 374 waste aggregations, more than double the number of sites found in public databases. The same system deployed across twelve countries in Southeast Asia identifies 996 subsequently confirmed waste sites. For each detected site, we algorithmically monitor waste site footprints through time and cross-reference other datasets to generate physical and social metadata. 19% of detected waste sites are located within 200 m of a waterway. Numerous sites sit directly on riverbanks, with high risk of ocean leakage.Comment: 14 pages, 14 figure

Perceived senior leadership opportunities in MNCs: The effect of social hierarchy and capital

Drawing on the structural perspective in organizational theory, this study develops a conceptual framework of the social hierarchy within the multinational corporation (MNC). We suggest that parent country nationals (PCNs), host country nationals (HCNs), and third country nationals (TCNs) occupy distinctively different positions in the social hierarchy, which are anchored in their differential control or access to various forms of capital or strategically valuable organizational resources. We further suggest that these positions affect employees’ perceptions of senior leadership opportunities, defined as the assessment of the extent to which nationality and location influence access to senior leadership opportunities. Using multilevel analysis of survey data from 2039 employees in seven MNCs, the study reveals two significant findings. First, HCNs and TCNs perceive that nationality and location influence access to senior leadership opportunities more than PCNs. Second, three moderating factors – gender, tenure, and education – increase the perception gaps between PCNs on the one hand and HCNs and TCNs on the other, although these results are inconsistent. These findings indicate that the structural position of PCNs, HCNs, and TCNs in the social hierarchy affect sense-making and perceptions of access to senior leadership opportunities

What we talk about when we talk about "global mindset": managerial cognition in multinational corporations

Recent developments in the global economy and in multinational corporations have placed significant emphasis on the cognitive orientations of managers, giving rise to a number of concepts such as “global mindset” that are presumed to be associated with the effective management of multinational corporations (MNCs). This paper reviews the literature on global mindset and clarifies some of the conceptual confusion surrounding the construct. We identify common themes across writers, suggesting that the majority of studies fall into one of three research perspectives: cultural, strategic, and multidimensional. We also identify two constructs from the social sciences that underlie the perspectives found in the literature: cosmopolitanism and cognitive complexity and use these two constructs to develop an integrative theoretical framework of global mindset. We then provide a critical assessment of the field of global mindset and suggest directions for future theoretical and empirical research