In this book, Impact of Culture on the Transfer of Management Practices in a Former British Colonies: Cadbury, Nigeria, Dr. Olusoji George deals with a number of these issues head on. In particular, he has highlighted two elements largely ignored in the international management literature: first, colonial (political and economic forms) and their encounters with pre-existing employment management practices and secondly, emergent, post-colonial influences on modern management. The hybrid systems that emerge in many postcolonial, developing economies, Dr. George argues, are best investigated by delving deep into the historical antecedents of management practices. It is at the intersection between colonised and coloniser, and attempts to reconcile the injustices created within colonial systems (as well as attempts to create specific ethnic and tribal balance within colonial systems) that the legacy that independent, but postcolonial nations may struggle to reconcile may be found. Through an in-depth analysis based on a major corporation in West Africa, specifically Cadbury Nigeria, evolving practices, grounded in colonial and commercial objectives bring into sharp focus the veracity of the central historical features of the proposition made by Dr. George.

"A small business is not a little big business." Small- and medium-sized enterprises (SMEs) are considered the engines of worldwide economies and the main sources of job creation. Management in these companies is different from management in larger/older enterprises with their already established concepts and instruments. In view of the high importance of SMEs in emerging, developing and developed economies worldwide, the De Gruyter Handbook of SME Entrepreneurship investigates the underlying mechanisms and practices of management within these companies with a focus on entrepreneurship, growth and innovation. It argues that it is time for a dedicated theory of "SME Entrepreneurship" to emerge. Entrepreneurial thinking and behavior in SMEs must be differentiated from that of start-ups and large companies. On the other hand, it also explores the different entrepreneurship manifestations that exist within a widely heterogeneous group of SMEs. The handbook provides a theoretical framework in which to understand, compare and contrast the complexity of SMEs in both domestic and international processes and addresses the strengths, achievements, and challenges of entrepreneurship in SMEs.

Change can take place in various forms, gradual or abrupt, incremental or transformational. It is a requirement in modern day society that everyone, whether at individual or organisational level, understands the softer nuances of this concept and prepares for it. During scenarios of change interventions, the role of human resources (HR) becomes highly crucial, even as the perception towards it becomes ambivalent. This volume delivers a holistic view on the role of HR in organisational change. It is built on the various theoretical models of change and provides a dramatic sequence of issues in change management to gain a big picture thinking for HR managers and weaves through why, how and what perspectives to change management. Human Resources Management for Organisational Change offers a comprehensive coverage of the changing role of HR as it relates to organisational change theories and models, strategy, changing business environment and implications, organisational culture, leadership, resistance management, and high performance work practices (HPWP) to support change management and cost of no-changers. It is unique in that it covers the entire gamut of organisational change as well as HR. It will be of value to researchers, academics, professionals, and students interested in learning more about how organisational change can improve productivity and human satisfaction as well as the systematic approach to managing organisational change.

Africa is fast becoming an investment destination for firms operating outside the continent, and effective management is central to the realization of organizational goals. This volume evaluates the need for management philosophies and theories that reflect the peculiarities of the African continent.

This is an ideal foundation text for anyone studying or working in the International Human Resource Management (IHRM) arena. This text utilizes and incorporates most of what is currently known, researched or experienced in the field. It features data and examples from academic research, international businesses and consulting firms, as well as experiences of and interviews with HRM managers in multinational and global firms. This book offers both a theoretical and practical treatment of this important and constantly evolving area. Thoroughly updated and revised, this second edition now includes key terms, learning objectives, discussion questions and an end-of-book integrative case. It has been designed to lead readers through all of the key topics in a highly engaging and approachable way. This book focuses on IHRM within multi-national enterprises (MNEs) and covers topics including: * MNE and country culture * organizational structure, strategy and design * international joint ventures and cross-border mergers and acquisitions * labour standards, ethics and codes of conduct * selection and mangement of international assignees * training and management development * compensation and benefits * health and safety and crisis management * IHRM departments and professionals Uncovering precisely why IHRM is important for success in international business and how IHRM policies and practices function within the multinational enterprise, this outstanding textbook provides an essential foundation for an understanding of the theory and practice of IHRM. This book is essential reading for all students, lecturers and IHRM professionals.

International Human Resource Management is a critically engaging and student friendly textbook for International HRM modules at all levels, including the CIPD Level 7 Advanced International HRM module. Providing wide international coverage and incorporating a global strategy perspective, it offers a particular focus on cross-cultural, comparative and strategic HRM issues, with a strong emphasis on culture and its impact on organizational behaviour and HRM. This fully updated 4th edition of International Human Resource Management includes extended coverage of cross-cultural management, a broader scope of countries and key topics such as global talent management, global leadership, global knowledge management, and differing national contexts. Filled with geographically diverse examples and case studies, and covering topics from culture and reward systems to managing expatriate assignment and diversity in international forms of working, it is an ideal textbook for all students of international HRM as well as HRM specialists and practicing managers. Online supporting resources include an instructor's manual, lecture slides and additional case studies.

Looks at management attitudes in China since the recent economic reforms, and what China can learn from Japan.

The growing impact of globalization has affected educational development in many parts of the globe. In order to maintain national competitiveness in the global marketplace, governments across the world have started to review their education systems and introduce different reform initiatives in education in order to enhance the global capacity of their citizens. This book adopts the wider perspective of globalization in order to examine and critically reflect upon the origin, evolution and development of the Quality Education Movement in Hong Kong. It pays particular attention to how Hong Kong's education has been affected by the global trend to economic rationalism and managerialism. More specifically, the major aim of this book is to examine and analyse the most recent reform measures adopted by the HKSAR in its quest for quality education in Hong Kong. This book is divided into four parts. Part One provides the theoretical/conceptual framework and historical context for the book. Part Two focuses on approaches to quality education. Part Three focuses on policy change and education reforms that are operationalized in school and higher education institutions. Part Four is a reflection and conclusion. The editors discuss the impacts and the costs of managerialism in the education sector, and suggest the kind of policy implications it might have when adopting a managerial approach in education.