000			01669naa a2200229uu 4500
001			5120610591410
003			OSt
005			20190211160304.0
008			051206s2005 xx ||||gr |0|| 0 eng d
100	1		_aKLARSFELD, Alain _922480
245	1	0	_aManagement development in Europe : _bdo national models persist?
260			_aOxford : _bPergamon, _cDecember 2004
520	3		_aExplaining the way organizations go about identifying and developing their managers will require some understanding of internal priorities and decision processes, as well as more macro factors like the national institutional context. We might also expect cultural factors to play an important part, but applying a cross-cultural analysis to management development policies and practices is relatively rare. One exception is an enduring framework which identifies the cultural characteristics of Germanic, Anglo-Dutch and Latin models [European Management Journal 5(2) (1987) 72; The Global Challenge Frameworks for International Human Resource Management, McGraw-Hill/Irwin, Chicago]. Drawing upon a sample of 300 European firms, this paper tests the empirical validity of these three models and finds that some, but not all, of the features originally identified continue to hold true for firms in the countries concerned
650		4	_aManagement development _912612
650		4	_aCross-cultural models _912586
650		4	_aEuropean firms _922481
700	1		_aMABEY, Christopher _96386
773	0	8	_tEuropean Management Journal _g22, 6, p. 649-658 _dOxford : Pergamon, December 2004 _xISSN 0263-2373 _w
942			_cS
998			_a20051206 _b1059^b _cTiago
998			_a20140901 _b0938^b _ckarina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c14168 _d14168
041			_aeng