European J. of International Management http://www.inderscience.com/browse/index.php?journalID=216&year=2012&vol=6&issue=1 Inderscience Publishers Ltd en-uk European J. of International Management 1751-6757 1751-6765 © 2012 Inderscience Publishers Ltd editor@inderscience.com https://www.inderscience.com/images/files/coverImgs/ejim_scoverejim.jpg http://www.inderscience.com/browse/index.php?journalID=216&year=2012&vol=6&issue=1 http://www.inderscience.com/link.php?id=44754 In the editorial of this special issue we argue that knowledge flows, learning and development are becoming increasingly important in all organisations operating in an international context. The possession of capabilities relating to acquisition, configuration and transfer of relevant knowledge effectively within and across different organisational units, teams, and countries is integrally related to superior organisational performance. In mastering such capabilities, internationalised organisations need to grapple with the inherent challenges relating to contextual variation and different work modes between subsidiaries, partners or team members. The papers in this special issue cast light on crucial aspects of knowledge flows, learning and development in internationalised organisations. Their contribution varies from the provision of frameworks to systematise investigation of these issues, to empirical evidence about effective mechanisms, as well as enabling and constraining forces, in facilitating knowledge transfer, learning and human capital development. Editorial: Knowledge flows, learning and development in an international context
Nicholas Theodorakopoulos; Charmi Patel; Pawan Budhwar
European J. of International Management, Vol. 6, No. 1 (2012) pp. 1 - 9
In the editorial of this special issue we argue that knowledge flows, learning and development are becoming increasingly important in all organisations operating in an international context. The possession of capabilities relating to acquisition, configuration and transfer of relevant knowledge effectively within and across different organisational units, teams, and countries is integrally related to superior organisational performance. In mastering such capabilities, internationalised organisations need to grapple with the inherent challenges relating to contextual variation and different work modes between subsidiaries, partners or team members. The papers in this special issue cast light on crucial aspects of knowledge flows, learning and development in internationalised organisations. Their contribution varies from the provision of frameworks to systematise investigation of these issues, to empirical evidence about effective mechanisms, as well as enabling and constraining forces, in facilitating knowledge transfer, learning and human capital development.

]]> 10.1504/EJIM.2012.044754 European J. of International Management, Vol. 6, No. 1 (2012) pp. 1 - 9 Nicholas Theodorakopoulos; Charmi Patel; Pawan Budhwar Work & Organisational Psychology Group, Aston Business School, Aston University, Birmingham, B4 7ET, UK. ' Work & Organisational Psychology Group, Aston Business School, Aston University, Birmingham, B4 7ET, UK. ' Work & Organisational Psychology Group, Aston Business School, Aston University, Birmingham, B4 7ET, UK knowledge flows learning staff development expatriation inpatriation team learning knowledge transfer human capital development. 2012-01-06T23:20:50-05:00 6 1 1 9 2012-01-06T23:20:50-05:00 http://www.inderscience.com/link.php?id=44755 The aim of this study is to gain insight into the challenges encountered by Dutch expatriates during their stay in India and into how Cross-Cultural Training (CCT) can be improved to help them handle these challenges adequately. For this explorative, in-depth study, CCT was split into five areas: adjustment to work; adjustment to interacting with host country nationals; adjustment to the general non-work environment; adjustment to Indian culture; and adjustment to the Indian context. Eighteen Dutch expatriates were interviewed. Data analysis included a discursive interpretation of the relevant quotes. A number of elements that can be improved in received CCT were identified in the five areas mentioned above. Cross-cultural training for Dutch expatriates going to India
Simone J. Van Zolingen; Caroline Essers; Lisan Vermeer
European J. of International Management, Vol. 6, No. 1 (2012) pp. 10 - 28
The aim of this study is to gain insight into the challenges encountered by Dutch expatriates during their stay in India and into how Cross-Cultural Training (CCT) can be improved to help them handle these challenges adequately. For this explorative, in-depth study, CCT was split into five areas: adjustment to work; adjustment to interacting with host country nationals; adjustment to the general non-work environment; adjustment to Indian culture; and adjustment to the Indian context. Eighteen Dutch expatriates were interviewed. Data analysis included a discursive interpretation of the relevant quotes. A number of elements that can be improved in received CCT were identified in the five areas mentioned above.

]]> 10.1504/EJIM.2012.044755 European J. of International Management, Vol. 6, No. 1 (2012) pp. 10 - 28 Simone J. Van Zolingen; Caroline Essers; Lisan Vermeer Institute for Management Research, Nijmegen School of Management, Radboud University Nijmegen, P.O. Box 9108, 6500 HK Nijmegen, The Netherlands. ' Institute for Management Research, Nijmegen School of Management, Radboud University Nijmegen, P.O. Box 9108, 6500 HK Nijmegen, The Netherlands. ' Bogaerts & Groenen Advocaten, Moergestelseweg 34A, Postbus 234, 5060 AE Oisterwijk, The Netherlands CCT cross-cultural training Dutch expatriates India work adjustment The Netherlands culture working abroad. 2012-01-06T23:20:50-05:00 6 1 10 28 2012-01-06T23:20:50-05:00 http://www.inderscience.com/link.php?id=44756 This paper draws on a qualitative case study of inpatriation in a globalising multinational company headquartered in Denmark. Based on analysis of in-depth interviews with inpatriates from the Peoples Republic of China, the USA, Brazil and Japan, we discuss their experiences at headquarters. We focus on the potential of inpatriates as mediators of knowledge flows between headquarters and subsidiaries. Although the inpatriates knowledge is seemingly not exploited in a systematic manner, they are well situated to act as boundary spanners, and also as cultural mediators. The inpatriates perceptions of the case company's corporate values of openness, empowerment and work-life balance point to their potential as mediators when developing a global companys corporate culture and translating it to various cultural contexts. We also touch upon the roles that an HR department plays in inpatriate assignments, and finally, we discuss the implications of our study for new HR initiatives and future research. Inpatriation in a globalising MNC: knowledge exchange and translation of corporate culture
Martine Cardel Gertsen; Anne-Marie Søderberg
European J. of International Management, Vol. 6, No. 1 (2012) pp. 29 - 44
This paper draws on a qualitative case study of inpatriation in a globalising multinational company headquartered in Denmark. Based on analysis of in-depth interviews with inpatriates from the Peoples Republic of China, the USA, Brazil and Japan, we discuss their experiences at headquarters. We focus on the potential of inpatriates as mediators of knowledge flows between headquarters and subsidiaries. Although the inpatriates knowledge is seemingly not exploited in a systematic manner, they are well situated to act as boundary spanners, and also as cultural mediators. The inpatriates perceptions of the case company's corporate values of openness, empowerment and work-life balance point to their potential as mediators when developing a global companys corporate culture and translating it to various cultural contexts. We also touch upon the roles that an HR department plays in inpatriate assignments, and finally, we discuss the implications of our study for new HR initiatives and future research.

]]> 10.1504/EJIM.2012.044756 European J. of International Management, Vol. 6, No. 1 (2012) pp. 29 - 44 Martine Cardel Gertsen; Anne-Marie Søderberg Department of Intercultural Communication and Management, Copenhagen Business School, Porcelænshaven 18A, 2000 Frederiksberg, Denmark. ' Department of Intercultural Communication and Management, Copenhagen Business School, Porcelænshaven 18A, 2000 Frederiksberg, Denmark boundary spanning corporate culture corporate values cultural translation empowerment globalisation headquarters-subsidiary relations inpatriation international assignments international HRM human resource management knowledge exchange learning work-life balance Denmark China USA Brazil Japan United States knowledge flows openness working abroad. 2012-01-06T23:20:50-05:00 6 1 29 44 2012-01-06T23:20:50-05:00 http://www.inderscience.com/link.php?id=44757 Considerable research has been undertaken into the role of mentoring and also of expatriation, with attention being paid to mentoring expatriates. Given the growth of Computer Mediated Communication (CMC) and the rise of the techno savvy Generation Y, it is surprising that very little has been written about the e-mentoring of expatriates. This paper begins to develop a framework for possible research in the domain created where mentoring, CMC and the management of expatriates intersect. It presents a review of the literature, draws together a theoretical framework and suggests research directions for future empirical examination. The e-mentoring of expatriates: mapping existing research domains and new opportunities
Jonathan Elkin; Virginia Cathro; Graham Elkin
European J. of International Management, Vol. 6, No. 1 (2012) pp. 45 - 62
Considerable research has been undertaken into the role of mentoring and also of expatriation, with attention being paid to mentoring expatriates. Given the growth of Computer Mediated Communication (CMC) and the rise of the techno savvy Generation Y, it is surprising that very little has been written about the e-mentoring of expatriates. This paper begins to develop a framework for possible research in the domain created where mentoring, CMC and the management of expatriates intersect. It presents a review of the literature, draws together a theoretical framework and suggests research directions for future empirical examination.

]]> 10.1504/EJIM.2012.044757 European J. of International Management, Vol. 6, No. 1 (2012) pp. 45 - 62 Jonathan Elkin; Virginia Cathro; Graham Elkin Department of Management, University of Otago, Dunedin 9054, New Zealand. ' Department of Management, University of Otago, Dunedin 9054, New Zealand. ' Department of Management, University of Otago, Dunedin 9054, New Zealand mentoring e-mentoring CMC computer mediated communication expatriates expats expartriate management research opportunities electronic mentoring online mentoring knowledge flows. 2012-01-06T23:20:50-05:00 6 1 45 62 2012-01-06T23:20:50-05:00 http://www.inderscience.com/link.php?id=44758 Using data from 205 Host Country Nationals (HCNs) (100 in Poland and 105 in India), we examined the impact of nationality and performance standards information on HCN willingness to provide role information, and their evaluations of expatriate colleagues. Results confirmed that both nationality and performance standards information were significantly related to HCN willingness to provide role information. However, nationality was not significantly related to task or trait type performance ratings, but when performance standards were provided, expatriates were given more favourable trait ratings than HCNs. We discuss the results in terms of their theoretical and practical implications. Expatriate categorisation and evaluation: an empirical investigation in Poland and India
Arup Varma; Jacek P. Grodzicki; Shaun Pichler; Shannon Kupferer; Aarti Ramaswami
European J. of International Management, Vol. 6, No. 1 (2012) pp. 63 - 82
Using data from 205 Host Country Nationals (HCNs) (100 in Poland and 105 in India), we examined the impact of nationality and performance standards information on HCN willingness to provide role information, and their evaluations of expatriate colleagues. Results confirmed that both nationality and performance standards information were significantly related to HCN willingness to provide role information. However, nationality was not significantly related to task or trait type performance ratings, but when performance standards were provided, expatriates were given more favourable trait ratings than HCNs. We discuss the results in terms of their theoretical and practical implications.

]]> 10.1504/EJIM.2012.044758 European J. of International Management, Vol. 6, No. 1 (2012) pp. 63 - 82 Arup Varma; Jacek P. Grodzicki; Shaun Pichler; Shannon Kupferer; Aarti Ramaswami Institute of Human Resources & Employment Relations, School of Business Administration, Loyola University Chicago, 1 East Pearson Street, # 406, Chicago, IL 60611, USA. ' Faculty of Economy, University of Gdansk, A.Krajowej 119/121, SOPOT 81-824, Poland. ' Department of Management, Mihaylo College of Business & Economics, California State University Fullerton, Fullerton, CA 92831, USA. ' Institute of Human Resources & Employment Relations, School of Business Administration, Loyola University Chicago, 1 East Pearson Street, # 406, Chicago, IL 60611, USA. ' Department of Management, ESSEC Business School, # 1 Avenue Bernard Hirsch, BP50105 Cedex, Cergy-Pontoise 98007, France expatriates expats host country nationals performance ratings Poland India nationality performance standards working abroad. 2012-01-06T23:20:50-05:00 6 1 63 82 2012-01-06T23:20:50-05:00 http://www.inderscience.com/link.php?id=44759 The purpose of this study was to explore whether the relationship between transformational leadership and innovative behaviour is explained via the mediating role of team learning, or whether instead team cohesion mediates this relationship. Using survey data from 158 professionals within 21 teams in the Dutch healthcare context, we tested by means of hierarchical regression analyses: (a) the relationship between transformational leadership and innovative behaviour; (b) whether team learning or cohesion mediates this relationship; and (c) the relationship between team learning and cohesion, in relation to transformational leadership. Results showed that transformational leadership is positively related to innovative behaviour and that both cohesion and team learning mediate this relationship, with team learning being the strongest mediator. Addressing a neglected area, our study provides evidence to show that managers who enhance team learning are likely to maximise employees' scope for engaging in innovative behaviours. The relationship between transformational leadership and innovative behaviour in a healthcare context: a team learning versus a cohesion perspective
Karin Sanders; Helen Shipton
European J. of International Management, Vol. 6, No. 1 (2012) pp. 83 - 100
The purpose of this study was to explore whether the relationship between transformational leadership and innovative behaviour is explained via the mediating role of team learning, or whether instead team cohesion mediates this relationship. Using survey data from 158 professionals within 21 teams in the Dutch healthcare context, we tested by means of hierarchical regression analyses: (a) the relationship between transformational leadership and innovative behaviour; (b) whether team learning or cohesion mediates this relationship; and (c) the relationship between team learning and cohesion, in relation to transformational leadership. Results showed that transformational leadership is positively related to innovative behaviour and that both cohesion and team learning mediate this relationship, with team learning being the strongest mediator. Addressing a neglected area, our study provides evidence to show that managers who enhance team learning are likely to maximise employees' scope for engaging in innovative behaviours.

]]> 10.1504/EJIM.2012.044759 European J. of International Management, Vol. 6, No. 1 (2012) pp. 83 - 100 Karin Sanders; Helen Shipton Faculty of Behavioural Sciences, Work & Organisational Psychology, University of Twente, The Netherlands. ' Aston Business School, Aston University, Birmingham, UK transformational leadership innovative behaviour team learning team cohesion The Netherlands healthcare. 2012-01-06T23:20:50-05:00 6 1 83 100 2012-01-06T23:20:50-05:00 http://www.inderscience.com/link.php?id=44760 This paper examines the process of delivery of HR practices within Multinational Companies (MNCs). Neo-institutional, resource-based and agency theories are used to explore whether devolvement of HR to line managers is attempted in MNCs. Issues of agency between HR specialists and line managers are found to be a significant barrier to devolving HR within the sample organisations. A higher level of divergence in perception about the delivery and resourcing of devolvement is found to be negatively correlated with perceived subsidiary performance. The analysis is based on a multi-respondent and a multi-unit method which enables comparisons between HR specialists and line managers (over 700 respondents) and comparisons between the domestic and foreign subsidiaries (over 140 organisations and 429 units). The interaction of institutional resource-based and agency factors is extremely complex and requires further investigation. Devolvement of HRM and perceived performance within multinational corporations (MNCs)
Maura Sheehan
European J. of International Management, Vol. 6, No. 1 (2012) pp. 101 - 127
This paper examines the process of delivery of HR practices within Multinational Companies (MNCs). Neo-institutional, resource-based and agency theories are used to explore whether devolvement of HR to line managers is attempted in MNCs. Issues of agency between HR specialists and line managers are found to be a significant barrier to devolving HR within the sample organisations. A higher level of divergence in perception about the delivery and resourcing of devolvement is found to be negatively correlated with perceived subsidiary performance. The analysis is based on a multi-respondent and a multi-unit method which enables comparisons between HR specialists and line managers (over 700 respondents) and comparisons between the domestic and foreign subsidiaries (over 140 organisations and 429 units). The interaction of institutional resource-based and agency factors is extremely complex and requires further investigation.

]]> 10.1504/EJIM.2012.044760 European J. of International Management, Vol. 6, No. 1 (2012) pp. 101 - 127 Maura Sheehan Brighton Business School, University of Brighton, Brighton, BN2 4AT, UK HRD devolvement human resource management perceived subsidiary performance multi-respondent analysis MNCs multinational corporations Europe neo-institutional theory resource-based view RBV agency theory line managers foreign subsidiaries domestic subsidiaries. 2012-01-06T23:20:50-05:00 6 1 101 127 2012-01-06T23:20:50-05:00