Brian Toyne

Recent Developments in International Management Research

Although the field of management has many international dimensions, this article limits the review of recent developments in international management research to eight important areas: (a) human resource management, (b) organizational behavior, (c) production management, (d) information and technology transfer, (e) structure and control, (f) strategy, (g) business-government relations, and (h) forms of involvement.

Identification of key international information systems issues in U.S.-based multinational corporations

Abstract:The transfer and management of information systems (IS) technology present a significant challenge to multinational corporations (MNCS). Very few studies have investigated the managerial concerns and issues that confront IS executives in an international context This paper presents the empirical results of a two-phase study designed to identify and prioritize important international information systems issues in U.S.-based MNCS. The findings are compared to those reported in the earlier domestic MIS issues studies. The study reported here (a) identifies a number of international IS issues unique to multinational corporations; (b) emphasizes that top-rated international IS concerns are a mixture of managerial and technical issues much like the domestic issues studies of the 1980s; (c) concludes that multinational service and manufacturing firms perceive the importance of international IS issues differently; and (d) demonstrates, for manufacturing MNCS, that the level of international involvement d...

Host country managers of multinational firms : an evaluation of variables affecting their managerial thinking patterns

This article reports the results of an exploratory study comparing the managerial beliefs and needs of Mexican nationals employed by U.S. subsidiaries in Mexico and those of U.S. and Mexican managers employed by U.S. and Mexican-owned firms. It concludes that the managerial belief and need patterns of local Mexican subsidiary managers fall between those of U.S. and Mexican managers of local firms where the belief and need patterns of these latter two groups of managers differ significantly. Industry, enterprise, and personal characteristics influence belief and need patterns and the extent that they differ. The implications of these findings are discussed.

Research Expectations at Business Schools: Responding to Changing Business Education Pressures

This exploratory study examined the importance of various types of research for promotion and tenure decisions given the need of business schools to respond to internal and external pressures for change, such as globalisation and managerial relevance. U.S. business schools were classified as AACSB- and non-AACSB-accredited and as high-teaching-emphasis and low-teaching-emphasis schools. Respondents included management and marketing faculty and business deans. Contrary to expectations, few significant differences were found between the two classifications of business schools. While schools differed regarding the importance of theory-based and empirical research, no significant differences were found in terms of the importance of internationally oriented and managerially relevant research for promotion and tenure decisions. Significant differences, however, were found between deans and faculty responses, with deans being more responsive than management and marketing faculty to these pressures. Also, perceptions regarding monetary and non-monetary support varied significantly for all classifications.

Corporate characteristics and the corporate socialization of local (Mexican) managers of U.S. multinational corporations

Abstract This paper examines the proposition that local nationals employed as (local) managers by foreign subsidiaries of multinational corporations have managerial attitutes which are generally between those of indigenous managers employed by domestic firms in both the parent and host countries. The evidence strongly suggests that the concept has validity, and that the organization attributes of capital, R&D, and marketing intensity influence the managerial attitudes of the three groups of managers and the differences among these attitudes.

Who Manages the International Compensation and Benefits Function

A host of complexities make the international compensation and benefits function a tough area to tackle. But a study of current and anticipated practices suggests how to best manage a companys programs.