A Cross Cultural Study of Managerial Attitudes toward Executive Development: Implications for Transnational Organizations

  • M. E. Beres
  • J. D. Portwood
  • M. A. S. Latib
  • M. J. Timmons
  • J. M. Chowdhury


Management literature in recent years has been replete with articles documenting the increasing importance of global markets. These writings warn of intense worldwide competition which may threaten the survival of organizations not well adapted to cope with this new environment (e.g. Aggarwal, 1987; Kantor, 1991b). Corporations have been encouraged to respond aggressively to these trends by restructuring themselves into more truly global or “transnational” forms (Bartlett & Ghoshal, 1988), and by developing cosmopolitan, globally focused management teams capable of operating effectively across national and cultural boundaries (Reich, 1991). While both of these recommendations have considerable merit, their implementation may well create an interesting dilemma for corporate human resource executives.


Human Resource Management Hierarchical Level Senior Manager Strategy Formulation Management Development 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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Copyright information

© Springer Science+Business Media New York 1991

Authors and Affiliations

  • M. E. Beres
    • 1
  • J. D. Portwood
    • 2
  • M. A. S. Latib
    • 3
  • M. J. Timmons
    • 4
  • J. M. Chowdhury
    • 5
  1. 1.Leadership SystemsDecaturUSA
  2. 2.Broad and MongomeryTemple UniversityPhiladelphiaUSA
  3. 3.Allentown CollegeCenter ValleyUSA
  4. 4.Dominion Textiles, Inc.MontrealCanada
  5. 5.University of ScrantonScrantonUSA

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