Business Commons^™

Can Asians Be Creative?, Chua, Roy Y. J., Jerry Zremski

Roy CHUA

A crotchety American named Henry Ford invented a modern, fast and efficient way to manufacture automobiles and a Japanese man named Eiji Toyoda refined and perfected it. A series of innovators across the western world developed the television - and the tech specialists at Sony, Toshiba and a host of other Asian companies found ways to make TVs better, cheaper, faster. And an idiosyncratic Californian named Steve Jobs invented a company that made a smart phone for the masses - and then outsourced the manufacturing to China. If you detect a pattern here, you are not alone. Asia may be …

Organisational And Environmental Factors Related To Hrm Practices In Hong Kong: A Cross-Cultural Expanded Replication, James B. Shaw, Paul S. Kirkbride, Sara F. Y. Tang, Cynthia D. Fisher

Cynthia D. Fisher

Data were collected from 151 Hong Kong organisations to determine the effect of culture, firm size, level ofunionsation and several indices related to the presence of an HRM department within the firm on Human Resource Management (HR) practices. Culture was a relatively weak predictor of HR practices. Existence of an HRM department and level of unionisation were moderate predictors while firm size and the existence of specialised training departments within the HRM department were the strongest preditors of HR practices.

The Baku Forum On Intercultural Dialogue And Cultural Diversity, Effenus Henderson

Effenus Henderson

Briefing and report on the 2nd World Forum in Intercultural and cultural diversity sponsored by the government of Azerbaijan in partnership with the United Nations Alliance of Civilizations and UNESCO. The report incorporates the insights and perspectives of a US chief diversity officer invited to speak at the event.

Global Culture Concerns, Korcel M. Price

Korcel M Price

The following proposal seeks to change hiring, promoting, and firing practices among global and trans-national companies. The changes are intended to fortify the organization through better management, a better employee contract, and by moving closer to a learning organization.

At the heart of the proposal is the desire to move hiring, promoting, and firing practices to an external or internal third party, as means of creating a global culture that consistently applies the values of supra system’s organization.

Dealing With Managers From Various Cultural Backgrounds, Sriman Venkatesan, Raman Attri

Raman K. Attri

A successful relationship with one’s manager results in satisfaction at work, chances of growth and increased pay, and general happiness. Conversely, a poor relationship with your manager can inhibit a person’s chances of success at work, and will most likely lead to frustration and stress which can also affect other areas of life. While developing good rapport with your manager, the cultural differences may come in between hampering a successful relationship. This article will provide some proven tips to successfully work with managers from different cultural backgrounds and respond effectively in various inter-cultural work situations commonly occurring between a manager …

Organisational And Environmental Factors Related To Hrm Practices In Hong Kong: A Cross-Cultural Expanded Replication, James B. Shaw, Paul S. Kirkbride, Sara F. Y. Tang, Cynthia D. Fisher

James B Shaw

Data were collected from 151 Hong Kong organisations to determine the effect of culture, firm size, level ofunionsation and several indices related to the presence of an HRM department within the firm on Human Resource Management (HR) practices. Culture was a relatively weak predictor of HR practices. Existence of an HRM department and level of unionisation were moderate predictors while firm size and the existence of specialised training departments within the HRM department were the strongest preditors of HR practices.

Organisational And Environmental Factors Related To Hrm Practices In Hong Kong: A Cross-Cultural Expanded Replication, James B. Shaw, Paul S. Kirkbride, Sara F. Y. Tang, Cynthia D. Fisher

Cynthia D. Fisher

Data were collected from 151 Hong Kong organisations to determine the effect of culture, firm size, level ofunionsation and several indices related to the presence of an HRM department within the firm on Human Resource Management (HR) practices. Culture was a relatively weak predictor of HR practices. Existence of an HRM department and level of unionisation were moderate predictors while firm size and the existence of specialised training departments within the HRM department were the strongest preditors of HR practices.