Nancy J. Adler

When Knowledge Wins: Transcending the Sense and Nonsense of Academic Rankings

“Not everything that can be counted counts, and not everything that counts can be counted.”—Albert Einstein Has university scholarship gone astray? Do our academic assessment systems reward scholarship that addresses the questions that matter most to society? Using international business as an example, we highlight the problematic nature of academic ranking systems and question if such assessments are drawing scholarship away from its fundamental purpose. We call for an immediate examination of existing ranking systems, not only as a legitimate scholarly question vis-a`-vis performance—a conceptual lens with deep roots in management research—but also because the very health and vibrancy of the field are at stake. Indeed, in light of the data presented here, which suggest that current systems are dysfunctional and potentially cause more harm than good, a temporary moratorium on rankings may be appropriate until more valid and reliable ways to assess scholarly contributions can be developed. The worldwide community of scholars, along with the global network of institutions interacting with and supporting management scholarship (such as the Academy of Management, AACSB, and Thomson Reuters Scientific) are invited to innovate and design more reliable and valid ways to assess scholarly contributions that truly promote the advancement of relevant 21st century knowledge, and likewise recognize those individuals and institutions that best fulfill the university’s fundamental purpose.

From the Atlantic to the Pacific Century: Cross-Cultural Management Reviewed

This article reviews the areas of comparative and cross-cultural management and discusses the impact of cultural diversity on international organizational behavior. With the growing shift of business from the Atlantic to the Pacific Basin, East-West cultural differences are becoming increasingly significant. Research in developmental psychology, sociology, and anthropology shows that there are major differences among the cognitive processes of people from different cultures. In the era of the global corporation, cultural diversity has to be recognized, understood, and appropriately used in organizations. It is suggested that cross-cultural management would greatly benefitfrom comparative studies considering the impact of the cognitive aspects of culture on managerial practice.

Re-Entry: Managing Cross-Cultural Transitions

The author studied the re-entry process of two hundred corporate and governmental employees returning to Canada after working overseas for an average of two years. Re-entry into the original culture was found to be a more difficult transition than was the move to the foreign culture. Home-country managers tended to exhibit xenophobia (fear of foreign things) in assessing the potential and actual effectiveness of returnees. Based on the present research, ways for organizations to manage the re-entry transition more effectively are suggested.

Competitive frontiers : women managers in a global economy

Competitive frontiers - women managers in a global economy competitive frontiers - women managing across borders the third identity of modern Chinese women - female managers in Hong Kong women in management in Indonesia women executives in Japan women managers in Malaysia - their mobility and challenges managerial women in the Peoples Republic of China - the Long March continues women executives in a newly industrialized economy - the Singapore scenario women managers in Taiwan women in management in Thailand Women managers the challenge to management - the case of Finland women managers in France women in management in Germany - East, West and reunited the scenario for women managers in Britain in the 1990s women managers in Poland - the transition from communism to democracy women managers in the former USSR - a case of too much equality women in management - the case of the former Yugoslavia outsiders in the promised land - women managers in Israel South African women - changing career patterns women managers in the Tanzanian civil service the legacy of opportunities for women managers in Zimbabwe women in management - the Canadian experience the status of women managers in the United States.

Women in Management Worldwide

The author traces the shared history of Russia and Islam. The studys analytical drive stresses political and geopolitical relationships over time and examines Russias Muslim populations, religious institutions, political organizations and ideological movements.

Competitive Frontiers: Women Managing across Borders

Examines the underlying assumptions that companies make about the role of women in international management. Based on numerous studies, explodes some of the traditional myths about women expatriates: that they do not want to be international managers and that foreign prejudice against women renders them ineffective. However, another myth – that companies hesitate to send women abroad – is found to be true. Competitive advantage in transnationals can only come from a combination of an increased representation of women and a recognition of differences as complementary. Recommendations are given to companies and to future women expatriates.

Women in International Management: Where Are They?

In view of the dramatic increases in international business by North American Firms, the need for sophisticated international managers can be expected to increase. This article examines the current distribution of female managers sent in expatriate positions by 686 Canadian and American firms. Despite the growing numbers of women found in domestic management, this survey reveals that only 3% of all expatriate managers in the responding firms are women. Although women are being sent overseas in managerial and professional capacities by a broad range of industries, gender remains a significant factor in understanding the distribution of North Americans working overseas.

Business negotiations in Canada, Mexico, and the United States

Abstract The determinants of business negotiations in three countries are investigated in a laboratory simulation. One hundred thirty-eight businesspeople from the United States, 68 from Mexico, and 148 from Canada (74 Anglophones and 74 Francophones) participated in a two-person, buyer-seller negotiation simulation. The negotiation styles of the Francophone Canadian and the Mexican businesspeople were found to be significantly different from both the American and Anglophone Canadian styles.

Competitive Frontiers: Women Managers in the Triad

World business has become intensely competitive. Japan, the United States, and the European Community, often referred to as the Triad, dominate that competition. With only 13 percent of the worlds population, the Triad produces 64 percent of the worlds GNP (World Bank Atlas, 1991; ILO Yearbook, 1991). Moreover, the Triad accounts for 81 percent of the worlds outward foreign direct investment, 47 percent of the worlds exports, and 39 percent of inward foreign direct investment (U.N. Centre for Transnational Corporations, 1991), clearly demonstrating the Triads dominant position in global cross-border economic activity, including that of transnational corporations. Therefore, to understand womens roles in management worldwide, it is essential to understand their role in the Triad, and in particular in transnational corporations. Good people allow corporations to compete. Yet, while top-quality human resource systems provide competitive advantages, companies worldwide draw from a restricted pool of potential managers. Although women represent over SO percent of the world population, in no country do women represent half, or even close to half, of the corporate managers. Even in the United States, where many believe the proportion of female executives to be outstanding, reality belies the belief: whereas 46 percent of the American work force is female, women consti-

Women as androgynous managers: A conceptualization of the potential for American women in international management

Abstract Women in international management, where are they? While many female managers appear to have the qualities necessary for international management, they have been implicitly and explicitly excluded from overseas assignments. This paper will begin by describing some of the dimensions on which the international business environment is different from the domestic United States environment. Research on the attitudinal and behavioral skills found to be associated with success in the international environment will be presented. It will be suggested that this list of international management skills goes beyond those characteristics generally associated with either the male or the female role in North America. The Model of the Androgynous International Manager will be introduced as a way of conceptualizing an appropriate orientation for the role of the international manager. The need for future research is delineated. The scope of the discussion is limited to the role of American 1 women working in multinational business settings around the world.