This paper examines cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision-making. In this longitudinal study, we analyze data from 561 firms located in 15 countries on five continents to illustrate how the cultural dimensions of institutional collectivism and power distance predict social responsibility values on the part of top management team members. CEO visionary leadership and integrity were also uniquely predictive of such values.

Main research interests: Leadership theories and cross cultural aspects of management and leadership, organisational change and transformation, managerial professions.

Purpose This study aims to explore the main discursive images of women managers as reproduced by selected German newspapers at the time of the political debate surrounding gender quota on management boards between 2011 and 2013. Design/methodology/approach Drawing on critical discourse analysis according to Wodak (2001), an empirical analysis of media articles on women managers in two German newspapers, Welt and Bild, has been conducted. Findings The results of the study show that despite the diversity of images fabricated by the media in reference to women managers, the debate surrounding the issue of establishing a gender quota in management boards is dominated by dualistic categories and reductionist identity ascriptions, like women managers as being “over-feminine” or “over-masculine”, “exclusive” or “outsiders”. Research limitations/implications As the empirical focus of the study lays on two right-wing newspapers in Germany, the results do not allow for generalizations regarding the German media landscape. Social implications Public dispute surrounding gender quota in German companies tends to reproduce stereotypical discursive figures regarding women managers instead of challenging them. A fundamental change in the media reports on women managers is needed. Originality/value The research contributes to the analysis of media representations of women managers, by providing context-sensitive results from the current political debate in Germany. The findings reveal the stability of discursive structures over time, particularly gendered bias in the case of media representations of women managers, notwithstanding political aspirations to change established practices.

Purpose -The purpose of this paper is to provide an in-depth description of the process of institutionalisation and development of human resource management (HRM) practices in subsidiaries of German multinational companies in Russia. Design/methodology/approach -The study is based on nine case studies of Russian subsidiaries including 26 interviews (13 German expatriates and 13 local employees), participative observations and document analyses. The data analysis follows a qualitative methodology. Findings -The study provides four patterns of institutionalisation processes of HRM practices. They stress the importance of personal, institutional and contextual factors for the institutionalisation of HRM practices. Moreover, the key role of expatriates with their specific value orientations and behaviour in this process is highlighted. Research limitations/implications -One suggestion for further research would be to replicate the study quantitatively (in order to get more cases) as well as qualitatively (to get broader inter-cultural data). Furthermore, it would be valuable to take a more long-term focus to examine the described institutionalisation paths in the long run. Practical implications -The paper highlights the importance of personal characteristics of expatriates that are often underestimated in companies' selection procedures. Moreover, the connection between the parent company's strategy and the pattern of institutionalisation of HRM practices should make the company management reflect upon the preferred pattern before taking the basic decisions. Taking into account the strong economic relationship between Russia and Germany and the expected further development of joint activities, the paper provides also important insights for the use of German expatriates in Russia. Originality/value -This paper improves our comprehension of the complex process of implementation and institutionalisation of HRM practices abroad. Moreover, it contributes to the HRM literature as it employs the concept of "transnational spaces" as an alternative and additional approach to explain this process. The resulting patterns may not be restricted to the Russian case only but should be adaptable to other emerging countries as well.

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