Global and Transnational Business: Strategy and Management

By George Stonehouse. 2000

133 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/aae0b3e531fe38977f74f767056d222af02e8d33

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Citations in the corpus

The effect of workplace spirituality on team effectiveness (2010, background): “Also, (Stonehouse et al., 2004) proposed that organizational culture encompasses distinctive shared values, attitudes, assumptions, beliefs and norms that influence the ways in which the people in an organization behave and the way that its activities are conducted.”
Globalization of HR at function level: four UK-based case studies of the international recruitment and selection process (2007, background): “4 The progressive building of international capabilities within organizations (Ashkenas et al., 1995; Caves, 1996; De Saá-Pérez and Garcı́a-Falcón, 2002; Dunning, 1993; Hamel and Prahalad, 1985; Prahalad and Doz, 1987; Stonehouse et al., 2000; Yip, 1992).”
Globalizing human resource management (2004, background): “…and markets; identifying new resources found in untapped markets or countries and using them to strengthen an existing core competence; and reconfiguring value-adding activities across a wider geography and range of operations in order to enhance an existing competence (Stonehouse et al., 2000).”
The tortuous road to globalization for Volvo's heavy truck business: Extending the scope of the Uppsala model (2011, background): “Globalization means that internal customers have more supplier choice. We share the view of Gereffi et al. (2005) that ownership may not imply much of a difference for the choice of coordination mechanisms. As Tsai, Huang, and Ma (2009) have shown, global responsiveness, which tends to mean the buil”