bluuebunny/crossref_metadata_2025 huggingface dataset:
From political praise to stock options: Reforming compensation systems in the people's republic of China
Authors: Shenkar Oded , Chow Irene Hau‐Siu
Published: May 2007

The recent reforms in the People's Republic of China have brought into focus the system of compensation in Chinese enterprises. This paper examines the evolution of compensation schemes in China, with a special emphasis on the reforms of recent years, the obstacles they face, and the prospects for the future.
Retirement policies: Evidence of the need for change
Authors: Rosen Benson , Jerdee Thomas H.
Published: May 2007

Although flexible retirement is widely advocated in the professional literature, a recent survey indicates little movement toward flexibility at the operating level. Human resource managers perceive limited top management support for flexibility. Educational and research efforts are needed to improve retirement policies and more effectively utilize an aging work force.
Human resources management and organizational effectiveness: High technology entrepreneurial startup firms in israel
Authors: Bamberger Peter , Bacharach Samuel , Dyer Lee
Published: May 2007

Human Resource (HR) researchers have a tendency to generalize their results and prescriptions across a wide range of organizations without regard to possible contingencies. This can be dangerous. This article demonstrates the nature of the difficulties that can arise in two ways. First, by comparing hypotheses concerning the relationships between HR policies and practices and firm performance derived from the high‐tech and entrepreneurial literatures, and highlighting the inconsistencies. Second, by testing the applicability of these hypotheses to a hybrid form of organization, namely, the high‐tech entrepreneurial startup firm. The results show some support for the high‐tech model, and more limited support for the entrepreneurial model, suggesting the need for more contingency‐based notions of HR strategy. Implications are drawn for both research and practice.
Revitalizing the human resource management function in a mature, large corporation
Authors: Wilhelm Warren R.
Published: May 2007

This article focuses on how the existing Human Resource Management function in a mature, large corporation can transform itself into a more sophisticated competitive tool to help the corporation's line management achieve superior organizational capability.
Age and leadership effectiveness: From the perceptions of the follower
Authors: Gilbert G. Ronald , Collins Ronald W. , Brenner Randal
Published: May 2007

This study analyzes age and leader effectiveness based on empirical research. The study findings support the policy of fair employment and promotional availability regardless of age. There is some evidence to suggest younger supervisors engage in more relationship‐oriented activities than older supervisors, who may have less need for the relationships.
Retraining midcareer managers: Career history and self‐efficacy beliefs
Authors: Hill Linda A. , Elias Jaan
Published: May 2007

Many corporations are retraining midcareer managers in order to combat employee obsolescence and boost corporate competitiveness. The receptivity of midcareer managers to retraining is mixed. Those managers who believe they can master new work‐related learning (in the terms of this study, those who have positive self‐efficacy in learning beliefs) are most amenable to retraining. The objective of the present study was to determine the antecedents of positive self‐efficacy beliefs for midcareer managers facing retraining. We discovered that managers' advancement potential and the relevance of their previous training had a profound impact on their self‐efficacy beliefs. These findings have important practical implications. The seeds of receptivity to retraining are planted throughout managers' careers. Hence, retraining should not be viewed on a program‐by‐program basis, but rather should be understood in the broader context of corporate life and individual career history. To prepare for the inevitable corporate evolution and change demanded in a dynamic business environment, senior executives and human resource managers should be proactive in creating those conditions that facilitate the development of positive self‐efficacy in learning beliefs.
A new paradigm for customer and supplier relationships
Authors: Ashkenas Ronald N.
Published: May 2007

As boundaries between companies blur, the traditional assumptions that have guided relationships between suppliers and customers for much of the past century may need to be recrafted. This article examines these old assumptions and their limitations and suggests a new set of assumptions—a new paradigm—to guide companies towards greater competitiveness in the boundaryless world of the '90s and beyond. The Human Resource function can play a leadership role in the transformation to this new paradigm—using four strategies that are outlined here.
The managerial implications of changing work force demographics: A scoping study
Authors: Loveman Gary W. , Gabarro John J.
Published: May 2007

The demographic changes currently underway in the United States have been widely anticipated and discussed by scholars and practitioners, but little is known about what impacts, if any, have already been experienced by employers. This article reports on a field study that asked managers in large US corporations to describe how and to what extent demographic changes have affected their businesses. Changing work force demographics were interpreted by managers as having two distinct components: a reduction in the growth rate and quality of potential employees, and increased gender, ethnic, and age diversity. While most firms reported managerial challenges from increased diversity, none characterized it as a serious business problem. A lack of sufficiently skilled workers for increasingly complex jobs, conversely, was seen as a major, ongoing problem.
Beyond demography: A psychographic profile of the workforce
Authors: Mirvis Philip H. , Kanter Donald L.
Published: May 2007

This article examines the life and work attitudes of a national sample of the US workforce surveyed in 1990. It presents a model of work‐ and nonwork‐related factors impinging on attitudes and the impact of these factors on high levels of cynicism found in the workforce today. The survey results show a strong correspondence between people's general perceptions of society, leadership, and the motives of other people and more specific views of their own organization, managers, and co‐workers. Analyses detail the spread of cynicism among demographic segments of the workforce, considering age, race, social class, gender, occupation, and organization type. Concluding sections highlight strategies that companies such as Ben & Jerry's ice cream, Caterpillar Tractor, and others have followed to counter cynicism in their workforce.
Performance measurement and management: A tool for strategy execution
Authors: Schneier Craig Eric , Shaw Douglas G. , Beatty Richard W.
Published: May 2007

In many organizations performance measurement and management (PMM) systems are little more than human resource bureaucracies with forms, rules, and review layers. These paper‐driven systems are burdens to managers and hence are completed marginally, if at all. They are typically seen by raters as extra work and by ratees as at best irrelevant, at worst demotivating. Most PMM improvement efforts center on the most visible aspect of PMM—the form. But these quick fixes attempt to treat symptoms (e.g., leniency), while diseases (e.g., lack of managerial accountability for performance improvement or development) go unchecked. Rather than periodic revisions to the rating scales, PMM can be made relevant by linking it to strategy execution. PMM can be a vital tool for strategy execution by signaling what is really important, providing ways to measure what is important, fixing accountability for behavior and results, and helping to improve performance. In this article a PMM process is described which begins with identification of Critical Success Factors (CSFs) derived directly from business strategy. These are the basis for a PMM process that is a welcome managerial tool. The successful use of PMM as a device for strategy execution is illustrated via a case study.
Perceived service quality as a customer‐based performance measure: An empirical examination of organizational barriers using an extended service quality model
Authors: Parasuraman A. , Berry Leonard L. , Zeithaml Valarie A.
Published: May 2007

This study empirically examines organizational barriers to delivering high‐quality service performance as measured by customer perceptions and expectations. Using the extended service‐quality model developed by Zeithaml, Berry, and Parasuraman (Journal of Marketing, 52, 35–48) as a conceptual framework, five specific propositions implied by the model and by earlier studies contributing to its development were tested. Such testing required a complex research design involving five service companies as well as samples of customers, contact employees, and managers from each company. The results have practical implications and suggest an agenda for future organizational research.
Strategic performance measurement and management in multinational corporations
Authors: Schuler Randall S. , Fulkerson John R. , Dowling Peter J.
Published: May 2007

For multinational firms, operating as global businesses with global workforces, the challenge of managing diverse operations in diverse environments has never been greater. The need to maintain appropriate consistency and coordinate vastly separated operations presents unique challenges. These simultaneous loose–tight requirements of managing business operations significantly increase the difficulty level.

In the area of international human resource management it means the identification and development of strategic international human resource actions that will provide a global consistency of purpose. Strategic international human resource management takes on particular importance in the areas of performance measurement and management in multinational corporations (MNCs). This article focuses around the three components of strategic international human resource management: interunit linkages, internal operations, and competitive requirements. Previous literature is reviewed within this framework, and the work of Pepsi‐Cola International is used as an example of how MNCs manage some performance measurement and management issues.
Total quality management and the human resource professional: Applying the baldrige framework to human resources
Authors: Hart Christopher , Schlesinger Leonard
Published: May 2007

The still evolving discipline of total quality management (TQM) has left many humanresource professionals confused about their role. The authors believe that the HR function personnel should spearhead company quality efforts, as well as assess the performance of their own function, by using the Malcolm Baldrige National Quality Awards framework.
Discrimination against latino job applicants: A controlled experiment
Authors: Bendick Marc , Jackson Charles W. , Reinoso Victor A. , Hodges Laura E.
Published: May 2007

Anglos and Latinos posing as job seekers applied for 468 job vacancies advertised in the Washington, D.C. area. Latino applicants received less favorable treatment than equally qualified Anglos more than 20% of the time. Discrimination was particularly prevalent for males and for jobs located in the center city, not requiring a college degree, and not widely advertised.
Managers as fathers: Hope on the homefront
Authors: Delong Thomas J. , Delong Camille Collett
Published: May 2007

Interviews with 300 male managers on their parenting style revealed obvious patterns. People's understanding of how much and in what intricate ways the reward systems of work and family affect one another is beginning to increase. The themes examined are (1) the inappropriate application of office managerial style, with its explicit tasks, to the implicit needs of family and friends, (2) the emotional spillover of work life into home life, (3) the different, often unspoken, agendas that fathers and children have when they do spend time together, and (4) the difficulty of switching roles from manager at work to father at home. The article concludes with strategies for change that were gleaned from the managers who were interviewed. © 1993 by John Wiley & Sons, Inc.
The flexible workplace: What have we learned?
Authors: Rodgers Charles S.
Published: May 2007

Data collected on white‐collar and services sector jobs in over 20 large corporations show both the enormous demand from employees for more flexibility in the workplace and the considerable resistance to it by supervisors. The interest in more flexible work practices stems from the tremendous time constraints faced by the many employees with significant family responsibilities. Current practices, schedules, and management philosophy are no longer adequate for workers in this important segment of the labor force and impede them from being as productive as they could be. The major barriers and enablers to flexibility are discussed, and the data on benefits are reviewed. It is argued that if progress toward a more flexible workplace is to continue, the emphasis will have to shift from a strategy of accommodating valued employees to new ways to manage and organize how work is done. © 1993 by John Wiley & Sons, Inc.
Issues of work and family in different national contexts: How the United States, Britain, and Sweden respond
Authors: Bailyn Lotte
Published: May 2007

The ability of people to deal constructively with the needs of work and of family depends on the kind of work they do; the organization that employs them; and the economic, social, and national context in which they live. This article compares the responses to this issue in the United States, Britain, and Sweden. In the United States, the effort has been to allow women to meet male work demands. In Britain, the emphasis has been on providing flexible arrangements for mothers who work. In neither case has there been any attempt to change the rules for career success or to deal with gender roles in the family. Sweden, however, has made the effort to try to equalize gender roles. This makes many aspects of life easier, but women still are seldom found in top positions. These differences in national context determine the kinds of responses that organizations can make to the family needs of their employees. Their implication for the United States response is discussed in the paper. © 1993 by John Wiley & Sons, Inc.
Linking the worlds of work and family: Beyond the productivity trap
Authors: Gonyea Judith G. , Googins Bradley K.
Published: May 2007

Corporate America began to explore employees' child‐care responsibilities approximately fifteen years ago, yet today less than 1 % of US companies offer some form of childcare assistance. One of the primary reasons cited for companies' general reluctance to embrace family‐oriented benefits for employees is the lack of data demonstrating that these initiatives result in productivity gains. This article examines the work‐family and productivity research undertaken to date and suggests that to understand how corporate family‐responsive initiatives affect the work place it is necessary (a) to expand the inquiry from a narrow focus on corporate productivity or efficiency gains to a broader assessment of organizational effectiveness and (b) to frame the question within a corporate or organizational culture context. © 1993 by John Wiley & Sons, Inc.
Positioning human resource as a value‐adding function: The case of rockwell international
Authors: Galbraith Jay
Published: May 2007

One of the biggest challenges facing multibusiness corporations is to add value to the businesses that they own. Diversification by itself is no longer seen as a value to share‐holders or to the businesses. This article presents a description of how a diverse corporation, Rockwell International, is trying to add value to its businesses. The corporate office and the Human Resources (HR) function are singled out for their roles in leading this effort at Rockwell.

The first section of the article describes the value‐adding corporation as a type of corporation that is u combination of the classical divisionalized structure and the holding company model. Next Rockwell lnternational and its new CEO, Don Beall, are presented and discussed; the strategy used is also described. The Human Resources Strategy that complements the business strategy is then identified. Thefinal section describes the role of the human resource function itself. © 1993 by John Wiley & Sons, Inc.
Managing change, leadership style, and intolerance to ambiguity: A survey of organization development practitioners
Authors: Burke W. Warner , Church Allan H.
Published: May 2007

In today's business environment, human resource development (HRD) and organization development (OD) practitioners need to be experts at helping executives and managers deal with organizational change. This article presents survey research findings, based on responses from 357 HRD/OD practitioners, related to this critical area of expertise. The authors first describe the results of their research, and then conclude with implications of these results for HR and related professionals. Overall, HRD/OD practitioners were found to be quite knowledgeable about managing organizational change, and were more likely to describe their work style as transformational rather than transactional. © 1993 by John Wiley & Sons, Inc.
Entry shock, culture shock: Socializing the new breed of global managers
Authors: Feldman Daniel C. , Tompson Holly B.
Published: May 2007

Recent graduates in the field of international business face not only the entry shock of making the transition from school to work, but also the culture shock of working in foreign countries or with joint ventures and foreign subsidiaries. Using survey data collected from 459 recent recipients of masters degrees in international business, this article explores the special problems new entrants into the field of international business face in their first few jobs and suggests organizational strategies for more effectively socializing these new global managers. © 1993 by John Wiley & Sons, Inc.
Attitudes toward employee participation in decision‐making: A comparison of european and american managers in a united states multinational company
Authors: McFarlin Dean B. , Sweeney Paul D. , Cotton John L.
Published: May 2007

This article examines an American multinational company to uncover any crossnational differences in managerial attitudes toward employee participation in decision‐making. Human resource practices of the parent company toward its European subsidiaries were also examined, especially those relevant to employee participation issues. Data were collected from the company's manufacturing facilities in Britain, the Netherlands, Spain, and the United States. Managers were interviewed and then surveyed regarding their attitudes toward participation. The interviews revealed resistance to the parent company's efforts to “export” an American vision of employee participation to its European subsidiaries. The survey data revealed attitudinal differences among European managers as well as among their American counterparts. Possible explanations, implications for human resource executives and research directions are discussed. © 1993 by John Wiley & Sons, Inc.
On massive change: Using the competing values framework to organize the educational efforts of the human resource function in New York State Government
Authors: Giek Donald G. , Lees Patricia L.
Published: May 2007

This article describes New York State Government's experience with the Competing Values Framework. Through the work of the Governor's Office of Employee Relations, Quinn's model has been used to develop the supervision and management development programs offered to thousands of State employees. The article also includes one agency's application of the model to training, job analysis, and performance assessment. © 1993 by John Wiley & Sons, Inc.
The competing values framework for management training and development: A tool for understanding complex issues and tasks
Authors: Sendelbach Neil B.
Published: May 2007

The Competing Values Framework (CVF) can be an effective tool in a business setting for management training and development. Ford Motor Company, in partnership with the University of Michigan, has developed learning activities for management training and development programs utilizing the CVF as a common construct for examining different complex issues and processes. This article describes six such activities and gives examples of associated outcomes. The context of application of the activities ranges from an analysis of corporate culture shifts to individual management performance feedback. The activities demonstrate the strength of the CVF as both a holistic tool requiring consideration of the dilemmas and paradoxes inherent in today's business environment and as a means for gaining a manageable perspective of complex situations. The CVF is shown not to be prescriptive but rather as descriptive in a manner that allows sense‐making in today's chaotic and continuously changing environment. The activities also illustrate effective learning processes for engaging a mixture of participants from many different functional areas of the company in a common experience which then requires them to define their own conclusions and deivlop personal action plans applicable to their specific job responsibility. © 1993 by John Wiley & Sons, Inc.
Using the competing values framework in the classroom
Authors: Thompson Michael P.
Published: May 2007

The purpose of this article is to help instructors apply the Competing Values Framework in both skills‐based and theory‐based courses in management, organizational behavior, and leadership. The article is based on interviews with ten professors of organizational behavior who use the framework extensively in their teaching. It presents the major reasons for adopting the framework, successful approaches used to introduce it in courses, methods of making it relevant to managerial work, its various applications in theory courses, and the reactions students have to it.
Competing values instruments for analyzing written and spoken management messages
Authors: Rogers Priscilla S. , Hildebrandt Herbert W.
Published: May 2007

This article revieios research leading to a Competing Values Model for Management Communication and provides instruments for evaluating managerial writing and speaking based on that model. Developed through empirical research by Quinn, Hildebrandt, Rogers, and Thompson (1991), the Competing Values Model for Communication illustrates the interplay between contrasting qualities in management messages. Instruments based on this model allow users to analyze the extent to which these qualities characterize their written and spoken presentations. By collecting analytical data from superiors, subordinates, and peers, a manager may compare his/her self‐assessment with the assessments of others. Methods for interpreting the data include suggestions for developing action plans. The article concludes with a discussion of other potential applications of the instruments to communication research and pedagogy in managerial contexts. © 1993 by John Wiley & Sons, Inc.
Understanding self‐perception accuracy: Implications for human resource management
Authors: Yammarino Francis J. , Atwater Leanne E.
Published: May 2007

A conceptual model of self‐perception accuracy is developed, and its managerial and research implications for human resources management are discussed. The model is based on a series of studies designed to enhance understanding of self–other agreement and the accuracy of self‐perception. Accuracy is defined as the degree of agreement between self‐and other‐evaluations/ratings. In this framework, “other‐ratings” may be provided by subordinates, peers, superiors, or customers/clients, so that self–other agreement includes the entire 360‐degree range of feedback sources available to a focal individual. The evaluations/ratings may concern any of the key areas in personnel and human resource management such as training needs assessment, performance appraisal, or leadership behaviors. The model posits enhanced individual and organizational outcomes when self‐perception is accurate and diminished or mixed outcomes when self‐perception is inflated or deflated, respectively. © 1993 by John Wiley & Sons, Inc.
Attitudes of first‐line supervisors toward subordinate appraisals
Authors: Bernardin H. John , Dahmus Sue A. , Redmon Gregory
Published: May 2007

Three groups of supervisors who worked for a federal agency completed a questionnaire regarding attitudes toward subordinate appraisal and other aspects of performance appraisal. Group 1 received appraisal feedback from both their managers and their subordinates. Group 2 received feedback from their managers only. Group 3 received feedback about their performance from their subordinates only. Regardless of group assignment, supervisors were generally supportive of subordinate appraisal. Group 1 responded more positively to subordinate appraisal and the appraisal process in general. Group 3 expressed more concern that subordinate appraisals would undermine supervisors' authority and that supervisors would focus on pleasing subordinates. © 1993 by John Wiley & Sons, Inc.
The impact of 360‐degree feedback on management skills development
Authors: Hazucha Joy Fisher , Hezlett Sarah A. , Schneider Robert J.
Published: May 2007

This study investigated changes in the skill levels of managers which occurred two years following the managers' participation in 360‐degree feedback. The major objective was to investigate how skill development, development efforts, and environmental support for development are related. The Management Skills Profile (MSP) was used to measure skills and to give feedback. Of the original 198 managers who received feedback, 48 accepted the opportunity to complete the instrument again two years later. At that time, they also completed a questionnaire surveying what development activities they had completed and the extent to which they received support for development from their supervisor and the organization. The first hypothesis was that, for the group, (a) participants' skills would increase following feedback, and (b) self–other agreement would be greater at Time 2 than at Time 1. This was supported. The second hypothesis was that management skills would be related to later advancement. This also was supported. The third hypothesis was that skill development would be related to both development efforts and environmental support, and that some development activities would be more effective than others. Hypothesis four was that those who put more effort into development (a) would have received at Time 1 ratings which were more favorable and more congruent with their self‐ratings, and (b) would have received more environmental support. Hypotheses three and four were only partially supported. The results have implications for what managers can do to develop their skills and how others can support this development. © 1993 by John Wiley & Sons, Inc.
My hammer or your hammer?
Authors: Dunnette Marvin D.
Published: May 2007

This article reviews salient features of the foregoing articles contained in this special issue of Human Resource Management. The 360‐degree feedback movement constitutes an important new technology in the practice of human resource management. To be sure, these papers suggest a hodgepodge of techniques, testimonials, cautions, methodological problems, axes being ground, and a lack of overall cohesion. Even so, the net result is a good snapshot of the current status and hopeful future of this new technology. The net impact of these articles is significant, showing clearly that 360‐degree feedback methodology possesses distinct promise for improved success in both individualized and group programs of personal development in the bureaucratic and organizational settings of the future. © 1993 by John Wiley & Sons, Inc.
Relationships between self‐concepts, aspirations, emotional responses, and intent to leave a downsizing organization
Authors: Mone Mark A.
Published: May 2007

This study examines how individual‐level factors, such as task self‐confidence, self‐esteem, personal goals, job satisfaction, and organizational commitment affect workers' decisions concerning intent to leave the downsizing organization. Results indicate that task self‐confidence and role self‐esteem had positive, largely direct effects on intent to leave, which can be contrasted with the inverse relationship between the self‐concept and intent to leave typically found in non‐downsizing organizations. From this investigation, several implications for managing human resources in the downsizing organization are drawn and discussed in the context of planning for downsizing, implementing downsizing, and managing the downsized organization.
Psychological contracts and change
Authors: Morrison David E.
Published: May 2007

The concept of psychological contracts is not new, but its popularity among managers is relatively recent. As with most interpersonal structures, we don't know we need it until it is gone. The massive amount of organizational change that took place in the 1980s left damaged relationships in its wake. Implementing changes while discounting human needs played havoc with psychological contracts. Organizations lost something they had taken for granted. As leaders realized they didn't just need more efficient processes and technology in order to compete, but also needed motivated people, psychological contracts became an important topic. Unfortunately the concept was often used as just another technique to try to force people to become what their leaders thought they should be. Psychological contracts aren't very useful for that kind of work. They are much better as a tool for understanding the human needs and problems in an organization—including the needs of the change agents and leaders.
Human resource practices as communications and the psychological contract
Authors: Guzzo Richard A. , Noonan Katherine A.
Published: May 2007

This article examines the psychological contract and human resource practices as communications relevant to that contract. We argue that employees, at certain times only, systematically analyze their employers' HR practices for meaning vis‐ri‐vis their psychological contract. Judgments about the adequacy with which their psychological contracts are fulfilled result from such systematic analyses, and these judgments have important effects on employee commitment. Practical implications of our analysis are also discussed.
Linking strategy and human resource practices: How employee and customer contracts are created
Authors: Rousseau Denise M. , Wade‐Benzoni Kimberly A.
Published: May 2007

Organizations implement their business strategies through the human resource (HR) practices they use. These practices are major determinants of employees' psychological contracts. How employees interpret the terms of their employment impacts motivation, innovation, and customer service. This article describes four common types of psychological contracts in US firms and the HR practices that create them. It develops a framework for understanding how each contract shapes employee performance, retention, cooperation with fellow employees and customer responsiveness. It presents recommendations for more effectively managing the link between business strategy and the psychological contract of employees. © 1994 by John Wiley & Sons, Inc.
Announced layoffs: Their effect on corporate financial performance
Authors: De Meuse Kenneth P. , Vanderheiden Paul A. , Bergmann Thomas J.
Published: May 2007

Conventional wisdom holds that when a firm gets into trouble due to lagging sales and rising costs, cutting the size of the organization to reduce fat and waste is a normal and effective response. In this study, evidence was found to suggest that just the opposite might be true. The financial performance of Fortune 100 companies was tracked over a five‐year period—two years prior to the announced layoff, the year of the layoff announcement, and two years following it. Contrary to expectations, the results indicate that financial performance worsened, rather than improved, following announced layoffs. Strategic and human resource implications for the management of corporate downsizing are provided.
A decade of change: Managers' attachment to their organizations and their jobs
Authors: Stroh Linda K. , Brett Jeanne M.
Published: May 2007

In this study geographically mobile managers in 1978 were compared to mobile managers in 1989 and significant changes were found in career patterns and attachment to the organization and the job. The managers in 1989 were changing jobs and relocating more frequently than were the 1978 managers. They were also less satisfied with their companies. Job involvement and job satisfaction, however, were higher among the 1989 managers than among the 1978 managers. Retrospectively, the 1989 managers thought they were less loyal to their companies than they had been five years previously. Managers' attachment to their organizations may be tied to challenging jobs that provide career development opportunities; those organizations unwilling or unable to provide such jobs may experience higher managerial turnover.
International human resource policies and practices in japanese, european, and united states multinationals
Authors: Kopp Rochelle
Published: May 2007

This article presents the results of a survey comparing international human resource policies and practices in Japanese, European, and United States multinational companies. The survey focused on the use of expatriates over local nationals in overseas management positions, adoption of nonethnocentric policies, and incidence of international human resource management problems. Regression analysis using the entire sample indicated that ethnocentric staffing and policies are associated with higher incidence of international human resource management problems. Also, Japanese companies as a group are shown to have more ethnocentric staffing practices and policies, and they experience more international human resource management problems than do American and European firms.
Communication in a power vacuum: Sense‐making and enactment during crisis‐induced departures
Authors: Theus Kathryn T.
Published: May 2007

Unanticipated departures of CEOs place demands upon interim leaders. From the literature a model is derived that illustrates problems of sense‐making, enactment, communication, and organizational learning faced by these leaders and their internal and external stakeholders. A case, which focuses on the sudden resignation of the president of American University for making obscene phone calls to an area day‐care worker, is used to illustrate the model. Comparisons are made in the corporate world with executive transitions at Kodak and American Express. Alternatives are suggested for improvements in communication and interim leadership when traumatic executive departures place severe and unfamiliar pressures on governance structures. © 1995 by John Wiley & Sons, Inc.
Not just understudies: The dynamics of short‐term leadership
Authors: Farquhar Katherine W.
Published: May 2007

Contrary to the stereotype that the period between CEOs is a hiatus, interim and acting executives serve during an important strategic window. A model is presented to illustrate the dynamics of short‐term leadership, including the precipitating circumstances for the temporary administration, the tasks of short‐term leadership, and the moderating factors seen to affect the selection and success of the next chief executive. Researchers and practitioners are urged to consider more carefully the potential that a well‐managed interregnum has to repair damage from a traumatic departure, buffer between administrations, and prepare the organization to accept and work with new leadership. © 1995 by John Wiley & Sons, Inc.
In search of a kingdom: Determinants of subsequent career outcomes for chief executives who are fired
Authors: Ward Andrew , Sonnenfeld Jeffrey A. , Kimberly John R.
Published: May 2007

Research on forced CEO succession has focused on determinants of exit, impact on the organization, or implications for the incoming CEO. Generally unexamined is what happens to the ousted CEO. Using a sample of 60 forced exits from the Business Week 1000 from 1988 to 1992, this study seeks to identify factors which influence the career outcomes for the ousted CEO. The study found that age matters—older CEOs were less likely to obtain other active executive positions, but were more likely than younger ousted CEOs to enter advisory roles. Further, the reason for the CEO's exit had a significant impact on the likelihood of subsequently assuming either an active or an advisory role. No relationship was found between career outcomes and the following: media coverage, levels of compensation at exit, board memberships. © 1995 by John Wiley & Sons, Inc.
Executives and shareholders: A shift in the relationship
Authors: Cannella Albert A.
Published: May 2007

This article suggests that a shift has developed in the ongoing relationship between executives and shareholders with shareholders gaining more power over executives. The power shift has been driven by institutional investors and hostile takeovers and is visible in changing patterns of succession. More executives are being dismissed for poor performance and are being dismissed more quickly following the onset of poor performance. Two potential negative outcomes are a decreased willingness of executives to undertake risky strategies and a decreased ability of executives to build long‐term, trusting relationships with stakeholders, even when these actions would be beneficial to shareholders. © 1995 by John Wiley & Sons, Inc.
A model and process for redesigning the HRM role, competencies, and work in a major multi‐national corporation
Authors: Kesler Gregory C.
Published: May 2007

This article presents a model and a detailed process for redesigning the human resources (HR) function by contracting with line executives for new roles and by upgrading the competencies of the human resource management staff while reengineering the HR delivery systems. The experience of a large, successful company that developed and implemented the process is described. The article argues that the use of “best practices” contributes less to creating a world‐class human resource management team than to redefining the fundamental partnership role supported by the line organization. Partnering is defined in an operational manner using the HR grid. © 1995 by John Wiley & Sons, Inc.
How strategic is HRM?
Authors: Martell Kathryn , Carroll Stephen J.
Published: May 2007

This study of 115 subsidiaries of Fortune 500 companies indicates that a majority had integrated HRM and strategic planning systems within their organizations. HRM issues were explicitly discussed in strategic plans; HRM executives were involved in the planning process as “strategic partners”; and HRM was generally recognized as playing an important role in implementing business strategies. The degree of integration present was not related to short‐run firm performance, however, time lags may be a factor. Implications of these findings are drawn. © 1995 by John Wiley & Sons, Inc.
Reexamining professional certification in human resource management
Authors: Wiley Carolyn
Published: May 2007

This article explores certification issues in human resource management based on a survey of four well‐known associations. First, it distinguishes certification from accreditation and licensure. Second, it presents information on certification practices, policies, and standards for four major certifying organizations. Third, it discusses the benefits and drawbacks of certification at the individual, company, and professional levels. Lastly, it points up the importance of continued research on certification in the human resource management field. © 1995 by John Wiley & Sons, Inc.
From ideas to action: Creating a learning organization
Authors: Wick Calhoun W. , León Lu Stanton
Published: May 2007

Discussions of learning organizations too often end up intangible and obscure. While organizational learning is easy to recognize, it is often difficult to describe and dissect. Here, emphasizing the pragmatic rather than the abstract, the authors offer a solid strategy for creating a learning organization. Their extensive research suggests that at least five elements are essential for companies to become learning organizations. Together, these elements provide a formula for creating a learning organization. By closely examining each element within that formula, managers can measure and increase the rate of learning within their organizations. © 1995 by John Wiley & Sons, Inc.
Allogeneic retrovirally transduced, IL‐2‐ and IFN‐γ‐secreting cancer cell vaccine in patients with hormone refractory prostate cancer—a phase I clinical trial
Authors: Brill T. H. , Kübler H. R. , Randenborgh H. v. , Fend F. , Pohla H. , Breul J. , Hartung R. , Paul R. , Schendel D. J. , Gansbacher B.
Published: May 2007

Background

The purpose of this vaccine study was to determine the safety and feasibility of vaccination with an allogeneic prostate carcinoma cell line, LNCaP, expressing recombinant interleukin‐2 (IL‐2) and interferon‐γ (IFN‐γ) and to evaluate the efficacy of inducing tumor‐specific immune responses in HLA‐A2‐matched patients with hormone refractory prostate cancer (HRPC).

Methods

In a dose‐escalating phase I study, HLA‐A2‐matched HRPC patients received four vaccinations of irradiated allogeneic LNCaP cells retrovirally transduced to secrete IL‐2 and IFN‐γ at study day 1, 15, 29 and 92 and subsequently every 91 days unless tumor progression was evident.

Results

Three patients receiving the first dose level (7.5 million cells) showed no evidence of dose‐limiting toxicity or vaccine‐related adverse events including autoimmunity. One of three patients receiving the second dose level (15 million cells) developed a transient self‐limiting grade 3 local injection site reaction (ulceration) after the eighth vaccination. Vaccine‐induced immune responses against a broad array of prostate tumor associated antigens were detected in all six patients. Two of the three patients receiving the higher dose showed a decline in serum prostate‐specific antigen (PSA) values of more than 50%, with one patient remaining on protocol for 3 years.

Conclusions

Immunisation with the allogeneic LNCaP/IL‐2/IFN‐γ vaccine is safe and feasible without any dose‐limiting toxicity or autoimmunity. A 50% PSA decline was achieved in two of the six patients. This encouraging data provides the scientific rationale for further investigation of the vaccine in a phase II trial. Copyright © 2007 John Wiley & Sons, Ltd.
Inflammation‐inducible anti‐TNF gene expression mediated by intra‐articular injection of serotype 5 adeno‐associated virus reduces arthritis
Authors: Khoury M. , Adriaansen J. , Vervoordeldonk M. J. B. M. , Gould D. , Chernajovsky Y. , Bigey P. , Bloquel C. , Scherman D. , Tak P. P. , Jorgensen C. , Apparailly F.
Published: May 2007

Background

The tumor necrosis factor (TNF)‐α plays a central role in rheumatoid arthritis (RA) and current biotherapies targeting TNF‐α have a major impact on RA treatment. The long‐term safety concerns associated with the repetitive TNF blockade prompt optimization of therapeutic anti‐TNF approaches. Since we recently demonstrated that intra‐articular gene transfer using a recombinant adeno‐associated virus serotype 5 (rAAV5) efficiently transduces arthritic joints, we evaluate its effect on collagen‐induced arthritis (CIA) when encoding TNF antagonists.

Methods

Recombinant AAV5 vectors encoding the human TNFRp55 extracellular domain fused to the Fc region of mice IgG1 (TR1) or a small molecular weight dimeric human TNFRp75 extracellular domain (TR2), under two different promoters, the CMV or a chimeric NF‐κB‐based promoter inducible by inflammation, were injected into mouse CIA joints.

Results

Best protection against arthritis was obtained with the rAAV5 encoding the TR1, as reflected by delayed disease onset, decreased incidence and severity of joint damage. This effect was associated with a transient expression of the anti‐TNF agent when expressed under a NF‐κB‐responsive promoter, only detectable during disease flare, while the antagonist expression was rapidly increased and stable when expressed from a CMV promoter. Importantly, using the intra‐articular administration of the rAAV5‐NF‐κB‐TR1 vector, we observed a striking correlation between local TR1 expression and inflammation.

Conclusions

These findings strongly support the feasibility of improving the safety of anti‐TNF approaches for the treatment of arthritis by local rAAV5‐mediated gene expression under an inflammation‐responsive promoter, able to provide a limited, transient and therapeutically relevant expression of anti‐TNF compounds. Copyright © 2007 John Wiley & Sons, Ltd.
Efficacy and complication of botulinum toxin injection in palatal myoclonus: Experience from a patient
Authors: Pal Pramod Kumar , Lakshmi Ponnathpur Satish , Nirmala Muninarayanappa
Published: May 2007

We report the outcome of botulinum toxin injection for essential palatal myoclonus, given on two occasions over a period of one year, in an eight‐year‐old boy, the youngest patient treated with botulinum toxin to date. Though there was significant relief of ear clicks each time after the injection, he developed severe palatal palsy following the second injection, which persisted for a month. We suggest that appropriate caution needs to be exercised when repeating botulinum toxin injections for palatal myoclonus in children. © 2007 Movement Disorder Society
Determinants of quality of life in Brazilian patients with Parkinson's disease
Authors: Carod‐Artal Francisco Javier , Vargas Antonio Pedro , Martinez‐Martin Pablo
Published: May 2007

Our objective was to identify determinants of health‐related quality of life (HRQoL) in a cohort of Brazilian patients with Parkinson's disease (PD). Patients were evaluated by means of the Hoehn and Yahr staging (H&Y), Unified Parkinson's Disease Rating Scale (UPDRS), Schwab and England scale (S&E), Mini‐Mental State Exam, Geriatric Depression Scale, and Hospital Anxiety and Depression Scale (HADS). HRQol was assessed using the MOS‐Short‐Form 36 (SF‐36), the Parkinson's disease Questionnaire (PDQ‐39), and the Scales for Outcomes in Parkinson's Disease‐Psychosocial Questionnaire (SCOPA‐PS). 144 patients were evaluated (mean age 62 years; 53.5% men; mean duration of illness 6.6 years; median H&Y, 2 (range: 1–4). Mean SCOPA‐PS and PDQ‐39 Summary Index (SI) were 39.2 and 40.7, respectively. Both, PDQ‐39 and SCOPA‐PS SIs correlated at a moderate level (r = 0.30–0.50) with H&Y, S&E, total UPDRS, HADS subscales, and SF‐36 Physical and Mental Components. PDQ‐39 and SCOPA‐PS were closely associated (r = 0.73). HRQoL significantly deteriorated as H&Y progressed, as a whole. Mood disturbances, disability, motor complications, and education were independent predictors of HRQoL in the multivariate analysis model. In PD Brazilian patients, HRQoL correlated significantly with diverse measures of severity. Depression showed to be the most consistent determinant of HRQoL, followed by disability, motor complications, and education years. There was a close association between the PDQ‐39 and SCOPA‐PS summary scores. © 2007 Movement Disorder Society