000			03176naa a2200289uu 4500
001			1031614484137
003			OSt
005			20240523062553.0
008			110316s2010 xx ||||gr |0|| 0 eng d
100	1		_aTAKEDA, Margaret B. _930672
245	1	0	_aGlobally sustainable management : _ba dynamic model of IHRM learning and control
260			_aUK : _bEmerald, _c2010
520	3		_aPurpose – After a thorough literature review on multinational learning, it is apparent organizations “learn” when they capitalize on expatriate management, a “learning strategy” (international work teams, employee involvement and other human resource policies), technology transfer and political environment and cross-cultural adaptation. This suggests learning is possible when control mechanisms are relaxed or reduced, resulting in an ambiguous relationship between multinational learning and control. There has been no research on the relationship between learning and control largely due to this assumption of ambiguity and this paper attempts to overcome this gap by presenting a holistic approach to multinational learning and control. This paper posits that focusing on optimizing learning and control through flexible IHRM policies is a globally sustainable approach to MNE management. The purpose of this paper is to present a conceptual framework designed to address two major issues in international management: organizational learning and managerial control.
520	3		_aDesign/methodology approach – Multinational organizations are often faced with a perceived ambiguous choice of promoting learning throughout the organization in a way that facilitates local adaptation of corporate knowledge, while maintaining control over subsidiary corporate culture (control). This paper presents a new model designed to facilitate a balanced approach to learning and control in the multinational enterprise.
520	3		_aFindings – The proposed model is one of sustainable management focusing on dynamic IHRM learning and control. The pillars of the proposed model thus include: National Culture, HRM policies and practices and IHRM strategies of the parent MNE; National Culture, locally developed HRM policies and practices, and transferred IHRM policies and practices in the affiliate unit; sharing of learning oriented IHRM policies and/or among MNE affiliates only; and global IHRM control and learning IHRM policies and practices (uniform across MNE units).
520	3		_aOriginality/value – While the literature in this realm addresses these issues separately, managers are faced with a delicate balancing act of promoting learning among multinational units while maintaining corporate control over key aspects of the company's core competencies
590			_aVolume 17
590			_aNumbers 2-3
650		4	_aGestão de Pessoas _912017
650		4	_912540 _aCapacitação Profissional
650		4	_aEmpresa Multinacional _912985
700	1		_aHELMS, Marilyn M _918515
773	0	8	_tThe Learning Organization _g17, 2-3, p. 133-148 _dUK : Emerald, 2010 _xISSN 09696474 _w
942			_cS
998			_a20110316 _b1448^b _cDaiane
998			_a20110427 _b1621^b _cKeicielle
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c38816 _d38816
041			_aeng