The global challenge : frameworks for international human resource management

By P. Evans, V. Pucik, Jean-Louis Barsoux. 2006

422 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/318c4d60c6fa824bec5da221df14a560f16b199f

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Citations in the corpus

EFFECTIVENESS OF TRAINING AND DEVELOPMENT ON EMPLOYEES' PERFORMANCE AND ORGANISATION COMPETITIVENESS IN THE NIGERIAN BANKING INDUSTRY (2014, unknown): “[18].”
3 Staffing Twenty‐first‐century Organizations (2008, background): “The former includes sensitivity to multiple cultures and their differences, work experience in more than one country, and knowledge of and a willingness to seek customers, technology, supplies, innovations, and employees from throughout the world (Evans, Pucik, & Barsoux, 2002 ).”
Globalizing human resource management (2004, background): “…1985; Bartlett and Ghoshal, 1989; Adler and Ghader, 1990b; Hu, 1992; Sera, 1992; Yip, 1992; Ashkenas et al., 1995; Birkinshaw and Morrison, 1995; Evans et al., 2002); and as against the need for local responsiveness (see, for example, Whitley, 1992; Rosenzweig and Nohria, 1994; Sparrow and…”
Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities (2014, background): “In this regard, corporate integration is defined as ‘‘centralized control over key resources and operations that are strategic in the value chain’’ (Evans et al., 2002: 103).”
The global integration of diversity management: a longitudinal case study (2007, background): “, 1998); the globalization of business has also prompted calls for research into the newly espoused discipline of global HRM (e.g. Novicevic and Harvey, 2001; Evans et al., 2002; Sparrow et al., 2004; Brewster and Suutari, 2005).”
Do Cultural Differences Matter in Mergers and Acquisitions? A Tentative Model and Examination (2008, background): “Goulet and Schweiger (2006), in summa rizing the existing evidence, argued that "M&A partners are more accepting of and more attentive to national cul tural distance, and therefore are predisposed to working toward developing shared understandings involving these cultural differences" (p.”
The role of the corporate HR function in global talent management (2010, background): “Particularly the latter point highlights CHR’s role as ‘‘champions of processes’’ (Evans et al., 2002: 472).”
Handbook of Research in International Human Resource Management (2007, background): “…assignment issues still figure prominently in this book, owing to their importance in the global coordination and integration of resources and operations (Evans et al., 2002) and the continuing stream of research on expatriation (Dowling & Welch, 2004; Harzing & Van Ruysseveldt, 2004).”