Management and Marketing - Research Publications

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End date: 2019 × Author: HARZING, ANNE-WIL ×

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    The benefits of being understood: The role of ethnic identity confirmation in knowledge acquisition by expatriates
    Fan, X ; CREGAN, C ; Harzing, AW ; Köhler, T (Wiley, 2018-01)
    In this article, we propose that the concept of ethnic identity confirmation (EIC), the level of agreement between how expatriates view the importance of their own ethnic identity and how local employees view the importance of expatriates' ethnic identity, can explain why expatriates who are ethnically similar to host‐country employees are sometimes less effective than expected when working overseas. Multinationals often choose ethnically similar expatriates for international assignments, assuming these expatriates can more effectively acquire knowledge from local employees. Thus, understanding the specific challenges that endanger the realization of this potential is crucial. Our survey, administered to a sample of 128 expatriate–local employee dyads working in China, reveals that both ethnically similar and ethnically different expatriates acquire more local knowledge when EIC is high. However, the association between ethnic (dis)similarity and knowledge acquisition is direct for ethnically different expatriates, whereas for ethnically similar expatriates it is indirect via their perception of local employees' trustworthiness. We discuss this study's important implications and provide recommendations for multinationals on how to provide tailored support to expatriates who face different identity challenges.
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    The effect of organisational factors on the transfer of human resource management practices: European and US MNCs and their Greek subsidiaries
    MYLONI, B. ; HARZING, A. ; MIRZA, H. (International Conference on International Human Resource Management, 2005)
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    Response Style Differences in Cross-National Research Dispositional and Situational Determinants
    Harzing, A-W ; Brown, M ; Koester, K ; Zhao, S (SPRINGER HEIDELBERG, 2012-06)
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    Why do international assignees stay? An organizational embeddedness perspective
    Sebastian Reiche, B ; Kraimer, ML ; Harzing, A-W (PALGRAVE MACMILLAN LTD, 2011-05)
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    Practicing what we preach: The geographic diversity of editorial boards
    Metz, I ; Harzing, A (ICEBMM organising committee, 2010)
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    Gender Diversity in Editorial Boards of Management Journals: An Update
    Metz, I ; Harzing, A (World Business Institute, 2010)
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    The Publish or Perish Book: Your Guide to Effective and Responsible Citation Analysis
    HARZING, A (Tarma Software Research Pty Ltd, 2010)
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    A Google Scholar h-Index for Journals: An Alternative Metric to Measure Journal Impact in Economics and Business
    Harzing, 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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    The language barrier and its implications for HQ-subsidiary relationships
    Harzing, 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.