Browsing by Author "Harvey, M."

Now showing 1 - 10 of 10

Open Access
Complementary effect of entrepreneurial and learning orientations on dynamic capabilities and SME performance
(2012) Kiessling, Timothy Scott; Siren, C.; Harvey, M.; Hakala, H.
Open Access
Corporate social responsibility: why bother?
(Elsevier, 2014) Isaksson, I.; Kiessling, T.; Harvey, M.
Corporate Social Responsibility (CSR) is not a new concept, but unfortunately has been defined in so many ways, it is often misinterpreted. In fact it has had 40 years to evolve from a somewhat infant concept to a successful managerial tool to build a company's reputation in the global market arena. Corporate social responsibility has become corporate strategic responsibility - an imperative element of corporate global business strategies. Many leaders, entrepreneurs, investors, executives and politicians now recognize CSR's potential for differentiation and positioning in the global marketplace. In the 21st century, we find CSR to have a remarkable acceptance among practicing managers; publicly traded corporations especially label CSR an essential tool for their long-term legitimacy and profitability. CSR has matured from its infancy, becoming a corporate reputational adding value strategy for firms.
Open Access
The "Dominos" that need to fall into place for a reunification of Korea: making sense of a United Korea
(Routledge, 2013) Harvey, M.; Kiessling, T.; Moeller, M.
With the death of North Korea leader Kim Jong-il, the level of uncertainty will dramatically escalate in an already highly uncertain market. The question becomes, is there a market opportunity for Western organizations, and when should Western organizations attempt to enter North Korea? In addition, there is a large question looming over the potential changes in the country, that being, if and when reunification with South Korea will occur. This article examines the potential of a unified market on the Korean peninsula.
Open Access
Engaging in duty of care: Towards a terrorism preparedness plan
(Routledge, 2019) Harvey, M.; Dabic, M.; Kiessling, Tim; Maley, J.; Moeller, M.
A minor digression, if you will: it has been over 30 years since I (referring to lead author) first wrote on the topic of terrorism and its potential impact on conducting business in a global context. The most vivid memory I have relative to that initial foray into this new topic was making a presentation at the annual summer American Marketing Association (AMA) conference in Chicago. I got halfway through the paper and I started to hear jeering noises emanating from the audience. As I remember (it is not a pleasant memory), the audience thought that I had lost my mind and that the reviewers of the paper allowed this rubbish into the AMA meeting (the implication was that they must have been drinking at the time). This is a true account of the presentation and when I left the session, I would be dishonest if I didn’t tell you that I had made a terrible error and there would be significant ramifications to my young academic career. Yet, no country is untouched by global terrorism today, and the ramifications for global organizations are escalating year by year.
Open Access
The Evolving Role of Supply Chain Managers in global Channels of Distribution and Logistics Systems
(Emerald Group, 2014-09) Kiessling, T.; Harvey, M.; Akdeniz, L.
Purpose – Supply chains have become a strategic strength to many firms due to the nature of the globalization of business. The past roles of supply chain managers have changed dramatically and now also include various new duties that will enhance firm competitiveness due to their boundary spanning nature and the new focus of learning organizations. The paper aims to discuss these issues. Design/methodology/approach – This was a theoretically developed paper exploring trust, learning organizations, and supply chains. Findings – Researchers are now focussing on the relationship among the supply chain network through the paradigm of relational marketing as the governance structures of contractual arrangements globally cannot be anticipated. Originality/value – The research through the lens of relational marketing explores how supply chain managers’ core duties are now compounded by global/cultural nuances in respect to implicit knowledge acquisition and relationship development through strong-form trust.
Open Access
Global talent management and inpatriate social capital building: a status inconsistency perspective
(Routledge, 2016) Moeller, M.; Maley, J.; Harvey, M.; Kiessling, T.
Distinct to expatriate managers at the subsidiary-level, inpatriate managers' influence at the headquarter (HQ)-level is controlled by the extent to which an inpatriate manager is able to ‘win’ status from HQ personnel. The primary goal of the paper is to conceptualize how organizational support, in the form of global talent management (GTM) practices, can alleviate inpatriates' difficulties in building social capital at HQ. Building social capital at HQ is vital for inpatriates to attain status in order to build the inter-unit social capital that enables them to pursue their boundary-spanning role across HQs and subsidiaries. Status inconsistency theory is put forward to recognize the personal, professional and structural incongruence of events and activities at HQ carried out with respect to inpatriates. We argue that inpatriate managers become empowered at HQ only when social capital is accumulated whereby social capital is driven by an acknowledgment of inpatriates as a legitimate staffing option. The relationship between GTM practices and social capital building needs to be managed properly by inpatriates themselves as well as by the organization. A future research agenda helping to build social capital of inpatriates through GTM infrastructure is discussed and propositions are offered throughout.
Open Access
Globalization and the inward flow of immigrants: Issues associated with the inpatriation of global managers
(Wiley, 2011) Harvey, M.; Kiessling, T.; Moeller, M.
Assembling a diverse global workforce is becoming a critical dimension in gaining successful global performance. In the past, staffing has focused on control of the multinational organization as the primary goal when staffing overseas positions. As organizations globalize their operations, the goal of staffing is shifting from control to diversity, which in turn will provide the global organization with a means to gain/maintain competitive advantage. This diversity will be accomplished by integrating foreigners into the home country organization (i.e., inpatriation) through a permanent assignment. This article examines the inward flow of inpatriate managers by using social learning theory as a lens to better understand the means to integrate foreign managers into the domestic organization culture. The stages that inpatriate managers will go through (i.e., survival, integration, acculturation, and pluralistic integration) are explored to ascertain how to effectively utilize these global managers.
Open Access
A multi-level model of global decision-making: developing a composite global frame-of-reference
(Pergamon Press, 2011) Harvey, M.; Griffith, D.; Kiessling, T.; Moeller, M.
As organizations globalize their operations, managers are finding that making decisions in a global context is more complex. This research develops a multi-level model that examines the influence of group, organizational and society points of reference on managerial decision-making. Reference Point Theory (RPT) is employed as a foundation for a multi-level global decision-making process. The basic premise of RPT is that global managers need to match global environmental conditions with certain reference points. Yet the more dynamic the environment, the greater the risk associated with misinterpreting the appropriate reference points for making global decisions. © 2010 Elsevier Inc.
Open Access
Ostracism in the workplace: ‘being voted off the island’
(Elsevier, 2019) Harvey, M.; Moeller, M.; Kiessling, Timothy; Dabic, M.
As humans, we seem to be fascinated by ostracism. Ostracism has been popularized by the entertainment industry as we watch numerous reality shows where in each episode someone is “voted off the island” or “voted out of the house” by peers and strangers alike. People are generally “voted off” because: they are a weak link in team effectiveness, they are disliked because of the way they interact with others of how they engage with the game, they are a threat to win the game (and therefore cause me to not win), or they are not part of a powerful in-group and therefore are categorized as different from others in the collective group setting. The ostracized individual is subsequently deemed not worthy of being a member of a group and is frequently socially ignored by others in the group or organization. These dynamics of ostracism are virtually no different in the workplace.
Open Access
Supply-chain corporate venturing through acquisition: key management team retention
(Pergamon Press, 2012) Kiessling, T.; Harvey, M.; Moeller, M.
Acquisitions are often used as a way to engage in corporate venturing. The value of these ventures tends to reside in the knowledge and capabilities of the key management team members who have and maintain key inter-organizational relationships. Because their knowledge and/or relationships may be tacit and therefore difficult to transfer, retaining the key managers in the acquired organization is often a critical issue for the human resource management of the acquiring organization. They are also frequently thought to be critical elements in the future performance in global supply chains and therefore, should be a key concern of human resource management after the acquisition has been culminated. Using a unique dataset of corporate acquisitions in supply-chains, we examine how the development of the psychological contract elements affects retention of critical key global managers. We find that higher retention of the key management team members leads to higher performance after acquisition. We also find that the development of the psychological contract has a positive impact on the retention of key managers with global supply-chain relations.