Terrell Manyak

Generational value differences of baby boomers in Thailand

Researchers are expanding our knowledge of cultural value systems by exploring the diverse values that are held by different generations in various countries. The majority of these studies have focused on Western countries with little attention being given to cross cultural differences. This point is particularly true of Asian countries such as Thailand. To fill this research gap, this study explores the generational value differences of baby boomers in Thailand using the Rokeach Value Survey (RVS). The initial comparison is with the United States, which is the most studied country, and then concludes with observations on how Thailands generational cultures contrast to the findings of similar studies throughout the world using the same RVS instrument.

The impact of public and private sector transparency on foreign direct investment in developing countries

Purpose – This paper aims to examine the role of public and private transparency in attracting inward foreign direct investment (FDI) flows to developing countries.Design/methodology/approach – The study tests the hypothesis that developing countries with low levels of public and private sector transparency attract lower levels of FDI inflows. It also tests the hypotheses that private sector transparency in developing countries has a greater impact on inward FDI than public sector transparency. A cross‐sectional model was tested for 58 developing countries (using regression analysis) over the 2003‐2006 period.Findings – The empirical analysis shows that: private sector transparency has a significant and positive effect on inward FDI flows to developing countries; public sector transparency has a positive and significant effect on FDI inflows; and private sector transparency has a greater influence on FDI inflows to developing countries than public sector transparency.Originality/value – This is the first ...

Conflict management style in Uganda: a gender perspective

Purpose – The paper aims to investigate whether differences exist in the conflict management styles exhibited by male and female managers at different organizational levels in Uganda.Design/methodology/approach – Using samples from organizations within Uganda, the paper utilizes the Rahim Organization Conflict Inventory to collect data.Findings – Independent sample t‐tests of the hypotheses reveal that basically no statistically significant differences exist in the way men and women in Uganda handle conflict when dealing with subordinates, peers, or supervisors.Research limitations/implications – Research is restricted to a convenience sample of educated working men and women in the greater Kampala urban area. The findings serve to dispel the widely held myth that women in Uganda use significantly different management styles than men because of the patrilineal nature of the male dominated society.Practical implications – The paper shows that Ugandan women exhibit little difference from their male counterp...

Book Reviews: The Challenge of Front-Line Management: Flattened Organizations in the New Economy: Ronald R. Sims, John G. Veres III, Katherine A. Jackson and Caroly L. Facteau Quorum Books, Westport, Connecticut, 2001 272 pages.

The authors see FLMs as supervisors who work with and through operating employees to establish and accomplish work-unit goals. While this perception of FLMs is fairly traditional, what sets the new breed of FLMs apart from their predecessors is organizational complexity. The rise of global organizations has increased domestic and international competition dramatically while introducing cultural and value systems that challenge traditional American management practices. The quality revolution makes the rethinking and redesign of business organizations a continuous process. New organizational forms make outsourcing, mergers and virtual organizations an everyday occurrence. Workforce diversity and changing attitudes toward work represent new challenges to retaining workers and achieving greater productivity.

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approaches to his influence-based model and demonstrating its relative strength. In addition, the author defines the concept of strategic planning as a process that came about in the 1960s as a new way to view organizations holistically. This narrow view of strategy discounts the organizational changes brought on by the railroads in the mid 1800s, Rockefeller’s approach to the oil industry before antitrust legislation dismantled his oil empire or Ford’s concept to revolutionize the auto industry in the early 1900s among numerous other examples. A recognition of the existence of strategy prior to 1960 and the application of the influenced-based implementation model to some of these historical great companies could once again provide the opportunity to validate the model.

Book Reviews: The Knowledge-Enabled Organization: Moving from "Training" to "Learning" to Meet Business Goals Daniel R. Tobin New York: American Management Association, 1998, 214 pp.

Readers will probably find many of the articles in Delivering Results familiar because they are all reprints from past issues of the Harvard Business Review. This fact, however, should not dissuade readers from carefully examining the text. The real value of Delivering Results is bringing these many articles together into a coherent package of ideas around the theme of building human resource competencies to increase the value of organizations. These ideas cover the gamut from the changed role of human resource management in the global economy to very specific strategies for creating intellectual capital.