- Management and Marketing - Research Publications
Management and Marketing - Research Publications
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ItemThe effect of organisational factors on the transfer of human resource management practices: European and US MNCs and their Greek subsidiariesMYLONI, B. ; HARZING, A. ; MIRZA, H. (International Conference on International Human Resource Management, 2005)
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ItemResponse Style Differences in Cross-National Research Dispositional and Situational DeterminantsHarzing, A-W ; Brown, M ; Koester, K ; Zhao, S (SPRINGER HEIDELBERG, 2012-06)
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ItemBabel in Business: The language barrier and its solutions in the HQ-subsidiary relationshipHARZING, A. ; KOSTER, K. ; MAGNER, U. (ANZIBA, 2010)
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ItemWhy do international assignees stay? An organizational embeddedness perspectiveSebastian Reiche, B ; Kraimer, ML ; Harzing, A-W (PALGRAVE MACMILLAN LTD, 2011-05)
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ItemPracticing what we preach: The geographic diversity of editorial boardsMetz, I ; Harzing, A (ICEBMM organising committee, 2010)
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ItemGender Diversity in Editorial Boards of Management Journals: An UpdateMetz, I ; Harzing, A (World Business Institute, 2010)
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ItemNo Preview AvailableThe Publish or Perish Book: Your Guide to Effective and Responsible Citation AnalysisHARZING, A (Tarma Software Research Pty Ltd, 2010)
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ItemA Google Scholar h-Index for Journals: An Alternative Metric to Measure Journal Impact in Economics and BusinessHarzing, A-W ; van der Wal, R (WILEY, 2009-01)Abstract We propose a new data source (Google Scholar) and metric (Hirsch's h‐index) to assess journal impact in the field of economics and business. A systematic comparison between the Google Scholar h‐index and the ISI Journal Impact Factor for a sample of 838 journals in economics and business shows that the former provides a more accurate and comprehensive measure of journal impact.
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ItemThe language barrier and its implications for HQ-subsidiary relationshipsHarzing, AW ; Feely, AJ (Emerald, 2008-02-08)Purpose This paper intends to open up the debate on the influence of language on the way multinational companies manage their subsidiary operations. Design/methodology/approach The authors explain the importance of the field and expose a dearth of prior research. Subsequently, they define the “language barrier” and elaborate on the causes underlying this barrier, drawing on social identity theory. Findings The authors we propose an integrative model that consists of two coupled vicious cycles: the communications cycle – composed of the eight aspects of the language barrier – and the management cycle. Research limitations/implications This contribution to an otherwise ignored field of business study should be considered only a first step in opening up a new research agenda. Specialists in each of the fields touched upon are invited to make a contribution to the debate. Practical implications The management cycle suggests implications of the language barrier for various aspects of the HQ‐subsidiary relationship: strategic decision‐making, organization and personnel selection, global integration strategies, and autonomy and control procedures. Originality/value This paper uses socio‐linguistic theory to define and elaborate on the construct of the language barrier, a construct which is believed will be helpful in furthering research on the impact of language‐difference on multinational management.
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ItemArbitrary decisions in ranking studies: A commentary on Xu, Yalcinkaya, and Seggie (2008)Harzing, AW (Springer Science and Business Media LLC, 2008-12-01)