Managing A Global Resource

Effective Human Resource Management is the Center for Effective Organizations' (CEO) sixth report of a fifteen-year study of HR management in today's organizations. The only long-term analysis of its kind, this book compares the findings from CEO's earlier studies to new data collected in 2010. Edward E. Lawler III and John W. Boudreau measure how HR management is changing, paying particular attention to what creates a successful HR function—one that contributes to a strategic partnership and overall organizational effectiveness. Moreover, the book identifies best practices in areas such as the design of the HR organization and HR metrics. It clearly points out how the HR function can and should change to meet the future demands of a global and dynamic labor market. For the first time, the study features comparisons between U.S.-based firms and companies in China, Canada, Australia, the United Kingdom, and other European countries. With this new analysis, organizations can measure their HR organization against a worldwide sample, assessing their positioning in the global marketplace, while creating an international standard for HR management.

Communal-level resource management successes and failures comprise complex interactions that involve local, regional, and (increasingly) global scale political, economic, and environmental changes, shown to have recurring patterns and trajectories. The human past provides examples of long-term millennial and century-scale successes followed by undesired transitions (“collapse”), and rapid failure of collaborative management cooperation on the decadal scale. Management of scarce resources and common properties presents a critical challenge for planners attempting to avoid the "tragedy of the commons" in this century. Here, anthropologists, human ecologists, archaeologists, and environmental scientists discuss strategies for social well-being in the context of diminishing resources and increasing competition. The contributors in this volume revisit “tragedy of the commons” (also referred to as “drama” or “comedy” of the commons) and examine new data and theories to mitigate pressures and devise models for sustainable communal welfare and development. They present twelve archaeological, historic, and ethnographic cases of user-managed resources to demonstrate that very basic community-level participatory governance can be a successful strategy to manage short-term risk and benefits. The book connects past-present-future by presenting geographically and chronologically spaced out examples of communal-level governance strategies, and overviews of the current cutting-edge research. The lesson we learn from studying past responses to various ecological stresses is that we must not wait for a disaster to happen to react, but must react to mitigate conditions for emerging disasters.

Revised and updated to incorporate new research insights and findings, Managing a Global Workforce provides balanced and contemporary coverage of human resource management in the international marketplace. Directed at future general managers and international executives rather than HR specialists, it is designed to help readers recognize the critical human resource issues underlying the cultural and economic challenges they face. The book's approach is truly global in nature, not just focused on expatriates from the home office. The authors also recognize contemporary trends in the global business arena, including the growing use of contingent workers, strategic alliances, and the need to have an active influence on the workers in these new organizational relationships. Reader-friendly tools, including an opening case scenario in each chapter to attract interest and emphasize topic importance, enhance the book's practical, real-world emphasis. For this edition new end-of-chapter short cases as well as new topics, ideas, and illustrations featuring current issues and challenges such as the global economic challenge have been added; and updated Internet resource references are provided for each chapter.

This new edition of Managing a Global Workforce provides balanced and contemporary coverage of human resource management in the international marketplace. Directed at future general managers and international executives, rather than HR specialists, it is designed to help students as well as professionals recognize the critical human resource issues underlying the cultural and economic challenges they face.

Since 1945, the UN has been engaged in conceptualising strategies for both economic development & a sustainable environment. This volume sketches the role played by organizations & individuals in the maagement of critical environmental issues on today's global agenda.

"This book addresses challenges in managing information resources in dynamic social environments across cultures, including research on key factors for social acceptance of information technology, and user adoption of information management methods. It explores new paradigms under which information resources will generate original meanings for a contemporary generation of users, with emphasis on user-centered and culture-centric information systems"--Provided by publisher.

This EU-funded project examines the dynamics of conflict, collaboration and competition in relation to access to oil, gas and minerals. It involves 12 different institutions from across the EU and examines oil, gas and other minerals - spanning geology, technology studies, sociology, economics and political science.

This volume introduces the general concepts and processes used in environmental management. It serves as an excellent resource for basic knowledge on environmental systems, presents an extensive coverage of the field, and includes the most important problems and solutions that environmental managers face today.

Through its focus on human resource management and organization, The Global Challenge: International Human Resource Management, provides a broad guide on how to manage the process of internationalization, with a particular focus on the transnational firm. In this edition, authors Evans, Pucik and Björkman discuss the "people implications" of traditional strategies for internationalization and how such strategies get executed through human resource management (HRM). They discuss such important topics as: how to manage expatriates from the parent country; how to go about adapting management practices to circumstances abroad; how to localize management; how to recognize and ultimately avoid obstacles in joint ventures; how to expand across borders through acquisitions; how to respond to the contradictory pressures of the transnational firm, where HRM has a critical role to play in enabling managers to resolve these paradoxes in innovative ways; how global competition is changing the nature of management and organization, even for firms operating in domestic markets. The book draws on practical examples from companies that have experienced the real challenges of international HRM. The authors carefully balance these real business applications with a wide scope of academic research. The issues presented in the first edition of this book have been updated throughout with new information from research and practice.