Frank Bournois

Exploring international work: Types and dimensions of global careers

Contemporary global work comprises a wide and growing array of different modes of international work configurations. In this article, we offer a multidimensional framework for conceptual (theoretical and practical) underpinning of these different modes. Building on the extant literature and the Delphi approach, seven dimensions emerged: (i) time of exposure; (ii) intensity of international contact through work; (iii) breadth of interaction; (iv) legal context; (v) international work instigator; (vi) extent of cultural gap between an individuals country-of-origin and the context in which the international work takes place; and (vii) key cultural-related requirements of ones job/role. To these dimensions, we add individual and organizational contextual variables, e.g. diversity and occupational patterns, as well as career systems with a particular focus on the importance of globally orientated work. Furthermore, we list the major modes of global careers and draw a global career glossary. Both the multidimensional framework and the glossary should facilitate scholars and managers to systematize, analyse, manage and further develop their expatriation and repatriation career strategies, policies and practices.

Human Resource Management: A European Perspective

Considers the concept of Human Resource Management (HRM), noting particularly its origin in the USA and critiques of the concept in Europe. Data from a major European research project are examined. Differences between various European countries in their approach to HRM are identified and differences between HRM in Europe and the United States are suggested. It is argued that there is a need for the development of a model which relates more closely than the American literature to European HRM; and some tentative thoughts about such a model are proposed.

A letter from the president: seduction, charm and obfuscation in French CEO letters

Purpose – Shareholders, investors and potential employees, all attach special importance to understanding a company through its annual report, the status of which has evolved over the years: from providing information for the adepts of competitive intelligence, it now provides information available to all stakeholders in the company. But one aspect has not changed: the keynote message of the president that prefaces the annual report. The present article indicates current practice in the matter in the case of 28 leading French companies.Design/methodology/approach – We have made these companies the subject of a systematic and detailed computer‐assisted analysis.Findings – Among the main conclusions to be noted are: a varied range of rhetorical cosmetics by way of embellishment, and attitudes either of prudence or optimism on the part of company heads; a type of discourse open to several levels of interpretation: from a literal level to a level allowing the reader to interpret the wider spirit and intention...

Managing managers in Europe

To what extent is Human Resources Management in companies ready for 1992? Although a clear, definitive answer cannot be given at this point in time, certain trends and patterns are becoming increasingly clear and are indicating likely developments in the run-up to 1993. The authors base their discussion on more than 40 interviews with Human Resources Directors and Managing Directors of large European companies. Using a statistical method of data classification, they suggest a framework of companies in which the main differentiating factor is that of corporate strategy and its orientation.

Doing Research With Foreign Colleagues: A Project-Life Cycle Approach

Managing international research projects in the academic field is far from being easy. Apart from the problems of language and semantics, it requires awareness not only of cultural differences but also of the different phases of such projects. The authors analyse and elaborate on each of these phases. According to their own experiences, they conclude that what is difficult in such projects is not so much to monitor the cultural variables as to manage peers who usually behave independently in their academic circles.

Identification and development of potential for management and executive positions in France

Reviews French particularities in the field of high potential managers development. Stresses some mechanisms in the building of the managerial elite. After a presentation of the main ways of gaining access to the top (through a historical perspective) suggests new trends that will affect top management development for the next decade.

Strategic communication with employees in large European companies: a typology

The Europeanisation of large companies and introduction of European Works Councils have given rise to new concerns over the ways strategic information is communicated to employees of all types. Catherine Voynnet Fourboul and Frank Bournoisconte undertook research for over a year on this subject on a commission for the European Association for Personnel Management. Based on a study of six leading companies, the authors explore current communication policy and practices in Europe. Their results highlight the decisive role played by national culture in these communications processes. A typology of communications patterns is outlined, which includes attitudes between corporate headquarters and subsidiaries. This typology should prove useful to corporate executive teams wishing to reposition and rethink their communications strategies.

Human resources management in financial services organisations: France and Britain compared

Financial Services Organisations (FSOs) are at the centre of numerous changes affecting the competence of their business as well as the way they operate; organisational features are evolving. What about Human Resource Management (HRM) practices? Are French HRM practices different from those in the UK? Are French and British HRM practices evolving in the same way? The object of this article is to examine HRM practices in the Recruitment & Selection, Pay & Benefits and Training & Development fields and to account for similarities or differences between French and British FSOs. The authors base their discussion on 17 personal interviews with human resources directors and human resources professionals of French and British FSOs and on statistical tests on data resulting from 265 questionnaires; they claim that Human Resources Management practices are country-dependent, underlining the importance of macro-economic features.

Identifying Future Managers and Developing Top Potential

Ways of recognising, developing and securing the loyalty of managers with high potential who are viewed as the top managers of the future are becoming more and more professionalised. We will start by suggesting five major current issues: the globalised jobs market; the move from potential to skills development; systems which aim for the greatest objectivity of both criteria and method; transparency of information; and diversity in top management teams, which still does not cater for the proper integration of women. We will end by drawing attention to the limitations of current practice and by suggesting innovative approaches to staff support.

Management of Health Assets: Are Top Executives Up to It?

The functions of top executives expose them daily to great pressure, which can be a significant source of stress with the added risk of psychosomatic reactions or various illnesses typical of such situations. With their working hours, the burden of decision, complexity of issues and frequent long-distance travel, top executives form a very vulnerable section of society. Yet, much more than other people, they cannot afford the luxury of physical breakdown or repeated absences, which could have serious consequences for the company.