Managerial thinking: an African perspective

Article Abstract:

Cross-cultural studies of managerial attitudes, beliefs and values have produced evidence to support both the view that industrialization is a force for convergence, and for the notion that national cultural realities continue to support divergence. Data from an investigation of Malawian managers are considered in relation to those from comparable previous studies in other countries, and more specifically in terms of the African context. Some tentative hypotheses are advanced, to account for distinctive aspects of managerial thinking in Malawi. (Reprinted by permission of the publisher.)

Malawi, Corporations, African

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IN SEARCH OF COMMITMENT-ORIENTED HUMAN RESOURCE MANAGEMENT PRACTICES AND THE CONDITIONS THAT SUSTAIN THEM

Article Abstract:

A study of the popularity of commitment models of human resource management in Ireland is presented. Topics include conditions favoring the commitment model, variables of the commitment model, hypotheses regarding favorable conditions, and the recognition of a low incidence of commitment models in Irish human resource management.

Ireland, Statistical Data Included, Human resource management

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DO IMPLEMENTATION PROCESSES AND RATIONALES MATTER? THE CASE OF WORKPLACE REFORMS

Article Abstract:

Issues related to the management of implementation of workplace reforms are examined. Topics include implementation rationales, association between rationales and reforms, effect of high and moderate intensity of implementation, and the nature of defining implementation effectiveness.

Canada, Work environment

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