Thesis (Ph. D.) -- University of Texas at Dallas, 2006. / Includes vita. Includes bibliographical references (leaves122 -132)

This thesis investigates the impact of culture, leadership, and power, on staff motivation in selected international organizations (IOs), and develops a theoretical framework to assist with the practice of workforce motivation. The main research question is: “How can supervisors motivate their staff in the context of IOs?” Utilizing critical theory as a paradigm of inquiry, the study’s philosophical perspective leans heavily on “phenomenology”. Conducting this research led to the realization that there are a few studies in the existing literature on this subject matter. After investigating grand theories, the meso theories which form the theoretical background of the research were chosen, as: McClelland motivational theory, the GLOBE study, implicit leadership theory, and, Schein’s culture and leadership theory. Concern for understanding the cultural aspect led to the result of utilizing critical ethnography methodology. Moreover, three chief methods were used: Semi-structured interviews, focus groups, and, non-participant observations. Based on volunteerism principle and quota sampling technique, twenty-two supervisors, and the same number of staff, from the World Trade Organization (WTO), the International Trade Centre (ITC), the United Nations Conference on Trade and Development (UNCTAD), and the World Health Organization (WHO), all headquartered in Geneva-Switzerland, took part in interviews and focus groups. Non-participatory, structured, and overt observations, were also carried out on a three-day working schedule for the four IOs participating in the study. The gathered information was analysed, using ethnographic data content analysis, and the rigour of research was ensured through utilizing the concepts of trustworthiness and reflexivity. For the first time in the existing literature, the findings of this research have established a theoretical framework which demonstrates how concepts related to staff motivation work in the context of IOs. It further develops a definition of International Culture, as a metamorphosed pattern of values, beliefs, assumptions, social ideas, language, symbols, rituals and working customs formed by the fusion of national cultures and organizational culture in international settings. Regarding power concept, although the establishment of IOs was influenced by Kantian deontological ethics, except for the ITC staff and one UNCTAD staff, all others supported the Machiavellian teleological approach. On the subject of motivation concept, it was recognised that nationality does not make an impact on staff motivation. In conclusion, this study provides some useful recommendations for supervisors, officials of IOs, and researchers.

For several decades, management scholars have extolled the virtues of using real option logic when making decisions under uncertainty. Real option logic suggests that in such situations, firms might be better off deferring or staging investments, reducing potential financial losses, while at the same time securing an option to grow (or abandon) the investment when uncertainty abates. Our analysis of the empirical research published in leading management journals over the past 25 years suggests that while some progress has been made, much more work needs to be done. We still do not have the answers to critical questions such as: Which entrepreneurial/managerial traits impact the identification or exploitation of real options? Do multiple types of uncertainties interact with each other and influence real option decisions? Addressing these and other issues identified in our study can help improve our understanding of the usefulness of real option logic in management.

Liberalization of the Indian economy in 199I increased the intensity of international competition and changed the internal information needs of Indian managers. This paper explores the evolution of a broad range of management accounting practices in 14 firms using a contingency theory framework. Differences in management accounting practices in 1996 are examined in relation to firms' experience and exposure to world markets prior to liberalization and as a function of contemporaneous differences in competitive strategy. We find evidence of changes associated with shifts in the external environment. / University of Michigan Business School

This diploma thesis considers the possibility for Ukrainian manufacturing company entry into the Czech market. The diploma thesis aim is to analyze the possibility for the Ukrainian company entry to the Czech Republic and to choose an optimal form of an entrance. And on the basis of these results to offer the standardized method for the entry of the Ukrainian company into the European market. For achievement of the diploma thesis aim the most used methods are analysis, synthesis and comparison. Main analytical tools are Porter's five forces analysis and PEST analysis. Approach to the choice of the best form for an expansion to foreign markets can be used by the companies in case of making decision on geographical diversification of its zone of sale.

The aim of the thesis is to prove, that an effective international management is beneficial for an international company in reacting on problems in different markets. The thesis also describes the current situation in how the company deals with multicultural issues, defines the room for improvement and suggests solutions. The aim is also to define the value and importance of an effective management of multiculturalism in a decentralized company

This dissertation sheds new light on the well-recognized globalization phenomenon by examining its socio-cultural component. The literature assumes that the “global village” will simply emerge once the legal and technical obstacles have been overcome. However, the merging of cultural and social practices is not an effortless process. I set out to uncover how complex such socio-cultural exchanges are with a 12-month ethnography project. I examine Multinational Enterprise (MNE) in the hospitality industry, which serve as a hub for border-crossing cultural exchanges. Specifically, I focus on Ghanaian-MNEs where international consumers expecting to receive international (Western culture) standards of customer service from the Ghanaian staff. My data show that the Ghanaian-MNE workplace is filled with cultural clashes that stem from MNEs tendency to use an integration model (maintain international standards) in regard to customer service experiences but use a differentiation model (adapt local cultural practices) in regard to human resource management (HRM). The clashes leave the staff dissatisfied with the workplace which negatively impacts their workplace performance. Given the labor, cultural, and emotional demands of the work, my study concludes that Ghanaian-MNEs should adapt strategic HRM tactics, as discussed in the international management literature, to gain a competitive advantage in their field. The findings from this study strongly establish the complexity of border-crossing cultural exchanges. Continuing to examine the dynamics of how individuals and organization come to adapt new cultural practices improves our understanding of the spread of globalization as well as a multitude of within organization processes.

No / Using an exploratory qualitative approach based on in-depth interviews with 38 junior and middle managers, and informed by institutional theory, this article explores how Nigerian managers conceptualise career success. Results indicate that in contrast to some Western-based research, managers prioritise ‘objective’ (e.g. achieving financial stability) over ‘subjective’ (e.g. achieving work–life balance) career outcomes. Results also indicate that the well-applied dichotomy between objective and subjective measures is insufficient to capture the complexities and nuances observed in the Nigeria context. We thus propose four ‘domains’ of career success to include personal and relational dimensions in addition to the subjective/objective criteria. This we argue is a more comprehensive, integrative and contextually sensitive ‘frame’ for the analysis of career outcomes. Our findings suggest that scholars and multinational companies interested in expanding their operations to emerging economies need to incorporate these factors into their conceptualisations and management practices.

The fabric of the workforce is changing. Indeed, domestic managers are working with an increasingly multicultural workforce at home while managers who travel abroad often work with people from multiple cultures. Concurrently, managers are often required to work with people in organizations that span across geographic boundaries, located in various time zones, relying mainly on information technology. However, empirical guidelines to train managers facing these challenges are scant as management typologies fall short when it comes to identifying the skills needed for simultaneously working with people from multiple cultural backgrounds.The goal of this study was to identify a repertoire of multicultural managerial competencies for work at home and abroad, in face-to-face contexts and via the use of technology. Using competency modeling as a conceptual framework, we enlisted the help of 20 mid- to upper-level managers who were invited to participate in individual behavioral event interviews to discuss positive and negative critical incidents and to answer questions grounded in job analysis. Data was analyzed using thematic (content) analysis based on a mixed method, a process that mostly illustrated the emergence of new competencies. ATLAS.ti was then used to code transcripts and to cross-reference behaviors according to emerging competency categories. Managers were then invited to validate the relevance of the initial version of the typology and to confirm that no competencies or related behaviors were missing.The resulting Multicultural Managerial Competency (MMC) typology, outlining five competence categories that combine 12 competencies along with their 71 corresponding behavioral indicators, makes both theoretical and practical contributions while offering flexibility for application. Indeed, the MMC typology illustrates an overlap between management and intercultural/cross-cultural literature, confirming that managers in multicultural contexts are called upon to invest in the management of trusting relationships, in distance management, as well as in expatriate management. Multicultural elements also permeate classic business and team functions thereby giving management requirements a new form. In terms of practical applications, the MMC typology provides concrete behavioral indicators for managers to use as guidelines for competence and serves to inform the creation of university curricula in international management.

The Thesis summarizes development and management of multinational corporation which must deal with the consequences of the financial crisis. It includes theoretical background within international management and strategic analyses which are applied in functional part to General Motors Corporation. The result of the strategic analyses is to map the current situation of the company, its prospective trend and recommendations.