Kate Hutchings

National Cultural Influences on Knowledge Sharing: A Comparison of China and Russia

This paper presents a set of theoretical propositions regarding knowledge sharing in China and Russia. We argue that there are important national cultural similarities and differences between the two countries that result in certain similarities and differences in individual knowledge-sharing behaviour in Chinese and Russian organizations. We claim that vertical collectivism and particularistic social relations in China and Russia lead to intensive social relations among organizational members, which facilitate knowledge sharing between in-group members in organizations in both countries. We also maintain that differences in the essence of collectivism as well as in the extent of collectivism in the two cultural contexts lead to different intensities of knowledge sharing in Chinese and Russian organizations. Finally, we discuss theoretical and management implications of this research.

Facilitating knowledge sharing in Russian and Chinese subsidiaries: the role of personal networks and group membership

The unprecedented escalation in the number of organizations that have decided to internationalize their operations in the last two decades, and the international movement of labor that has accompanied such expansion has meant that understanding the process of knowledge sharing within subsidiary operations has become an issue of increasing importance. Where the cultural distance between home and host nations is great, as it is between Western industrialized economies and the transition economies of the (former) Communist nations, there is even greater saliency for achieving effective knowledge sharing if its potential value for gaining organizational competitive advantage is to be harnessed. In examining knowledge sharing in Russia and China, this paper specifically addresses how group membership and personal networking in these countries facilitate and impede knowledge sharing. Ultimately, the paper provides important insights for Western managers about how to work with the national compositions to optimize knowledge sharing in their subsidiary operations in Russia and China.

Towards a model of human resource solutions for achieving intergenerational interaction in organisations

Purpose – Achieving intergenerational interaction and avoiding conflict is becoming increasingly difficult in a workplace populated by three generations – Baby Boomers, Generation X‐ers and Generation Y‐ers. This paper presents a model and proposes HR solutions towards achieving co‐operative generational interaction.Design/methodology/approach – This paper adapts Parks theory of race relations to explain the distinctiveness of generational work groups and the challenges and opportunities that these groups present when interacting in organisations. Rashford and Coghlans cycle of organisational change, based on the Kubler‐Ross grief cycle, is then mapped onto Parks race relations cycle in order to link generational interaction to emotional reactions to change over time.Findings – The paper sets out a research agenda for examining how generations interact in the workplace. It acknowledges the limitations of using Parks theory of race relations, in particular the criticisms levelled at assimilationist app...

Toward a Model of Understanding Strategic Decision‐Making in Micro‐Firms: Exploring the Australian Information Technology Sector

This study explores strategic decision-making (SDM) in micro-firms, an economically significant business subsector. As extant large- and small-firm literature currently proffers an incomplete characterization of SDM in very small enterprises, a multiple-case methodology was used to investigate how these firms make strategic decisions. Eleven Australian Information Technology service micro-firms participated in the study. Using an information-processing lens, the study uncovered patterns of SDM in micro-firms and derived a theoretical micro-firm SDM model. This research also identifies several implications for micro-firm management and directions for future research, contributing to the understanding of micro-firm SDM in both theory and practice.

Do global firms measure expatriate return on investment? An empirical examination of measures, barriers and variables influencing global staffing practices

Many managers in global firms regard the ability to obtain a return on investment (ROI) from expatriates as important, given the substantial costs associated with global staffing practices, particularly international assignments, and the risks and uncertainties of deploying key talent. This research examines how expatriate ROI is measured for long-term assignments in 51 global firms, across 18 industries, and with headquarters in North America, UK, Europe, Africa, and Asia Pacific. Our findings suggest that firms do not have formal procedures in place to measure expatriate ROI and instead rely heavily on informal practices that are seldom aligned to a global strategy. Cultural, operational, and strategic barriers to measuring ROI also exist. In addition, we are challenged to consider whether measuring expatriate ROI is actually a goal for managers in global firms, given the evidence which suggests that for some firms having expatriates is often a cost of doing business for which a formal measure may be unnecessary. An alternative view suggests that if international assignments are considered a necessary cost of doing business for global firms, how expatriates are managed in terms of the HR practices that support their activities and how the outcomes of those activities impact broader firm performance may be far more important concerns. Based on evidence that the nature of expatriation is rapidly changing, we conclude that expatriate ROI remains a challenging and complex process that managers in global firms are currently not well-equipped to address. The findings have important implications for the planning and management of international assignments.

Gender, globalisation and development: a re-evaluation of the nature of women's global work

Though women remain under-represented among expatriate managers due to a range of organisational and cultural barriers in selection and individual relocation concerns, they have begun to pursue alternative routes towards a global career such as frequent travel and undertaking domestic positions with international development and community development responsibilities. In this paper, we explore the perceptions that Middle Eastern and North American women have of traditional and new trajectories in global work and careers and conclude that increased flexibility allows women to pursue global development opportunities differently throughout their lifetime careers, permitting them to adapt to work–life circumstances. Thus, our research provides new insights into the nature and dynamic of the nature of womens global work and careers.

Toward a Model of Understanding Strategic Decision-Making in Micro-Firms: Exploring the Australian Information Technology Sector

This study explores strategic decision-making (SDM) in micro-firms, an economically significant business subsector. As extant large- and small-firm literature currently proffers an incomplete characterization of SDM in very small enterprises, a multiple-case methodology was used to investigate how these firms make strategic decisions. Eleven Australian Information Technology service micro-firms participated in the study. Using an information-processing lens, the study uncovered patterns of SDM in micro-firms and derived a theoretical micro-firm SDM model. This research also identifies several implications for micro-firm management and directions for future research, contributing to the understanding of micro-firm SDM in both theory and practice.

Koalas in the land of the pandas: reviewing Australian expatriates’ China preparation

The unprecedented internationalization of organizations in the past two decades has made the need for cross-cultural awareness, appreciation and understanding in the daily operations of international businesses increasingly prevalent. In both academic circles and the popular press much has been written about the need for individuals to be cross-culturally sensitive, adaptive and responsive when managing across national borders. One of the key aspects identified in literature as contributing towards achieving cross-cultural sensitivity of expatriates is correct selection, pre-departure and post-arrival training and in situ support for the expatriate and his/her family. The research presented in this paper examines the selection, training and support of Australian expatriates in China, a nation that has loomed large in the current and future trading and expansion plans of many Australian corporations since it opened its doors to international commerce in the late 1970 s. Based on information gathered through semi-structured interviews conducted with expatriate Australians in Shanghai in 1999 and 2001, the results of this research indicate that, while organizations are recognizing the need to employ Australians who have prior China knowledge, organizational preparation remains negligible.

Expatriate assignments vs localization of management in China: Staffing choices of Australian and German companies

Purpose – The purpose of this paper is to explore the specific difficulties that senior managers face when employing expatriate, Chinese and local‐hired foreign managers in China‐based subsidiaries of Western multinational companies (MNCs). Furthermore, it aims to examine the resultant coping strategies to overcome identified weaknesses.Design/methodology/approach – This research adopts a qualitative approach, using semi‐structured interviews with key‐informants from senior management in 44 Australian and German companies operating in China.Findings – The study identified specific difficulties associated with the employment of expatriate, local Chinese, and local‐hired foreign managers in Australian and German subsidiaries in China. The interviewees indicate a widespread intention to replace expatriate managers with Chinese managers and local‐hired foreign managers. The striving for localization of staffing is more pronounced in German than Australian MNCs. German companies offer more comprehensive develo...

Lament of the ignored expatriate: An examination of organisational and social network support for female expatriates in China

Abstract: Purpose – The purpose of this paper is to investigate the relationship between gender and the individual and social aspects of expatriate work, emphasising how issues external to the organisation impact on the experience of female expatriates. Design/methodology/approach – In total, 102 male respondents and 44 female respondents were surveyed in order to test the perceived organisational support, career satisfaction, and expatriate social support. Findings – Significant gender-related differences were identified in all three areas with notable contradiction in the perception and practice of how multinational corporations (MNCs) manage their expatriates. While earlier research suggested that organisations perceived their treatment of female expatriates to be equivalent to that of men, the results indicate that female international managers do not perceive equal treatment on international assignments. Research limitations/implications – Although based on a smaller sample than other international studies, the gender breakdown was sufficient for moderated regression testing. Practical implications – As the expatriate social support construct is largely exploratory in nature, future research could examine the effect of perceived expatriate social support on other related workplace behaviours, both domestically and internationally, including work-life balance and diversity management. Originality/value – While other studies have provided a rich descriptive picture of the gendered nature of expatriation, little research has attempted to quantify the reasons behind the phenomenon.