Abstract
Management literature in recent years has been replete with articles documenting the increasing importance of global markets. These writings warn of intense worldwide competition which may threaten the survival of organizations not well adapted to cope with this new environment (e.g. Aggarwal, 1987; Kantor, 1991b). Corporations have been encouraged to respond aggressively to these trends by restructuring themselves into more truly global or “transnational” forms (Bartlett & Ghoshal, 1988), and by developing cosmopolitan, globally focused management teams capable of operating effectively across national and cultural boundaries (Reich, 1991). While both of these recommendations have considerable merit, their implementation may well create an interesting dilemma for corporate human resource executives.
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Beres, M.E., Portwood, J.D., Latib, M.A.S., Timmons, M.J., Chowdhury, J.M. (1991). A Cross Cultural Study of Managerial Attitudes toward Executive Development: Implications for Transnational Organizations. In: Niehaus, R.J., Price, K.F. (eds) Bottom Line Results from Strategic Human Resource Planning. Springer, Boston, MA. https://doi.org/10.1007/978-1-4757-9539-4_13
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DOI: https://doi.org/10.1007/978-1-4757-9539-4_13
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