Rola przywódców organizacyjnych w kształtowaniu postaw wobec pracy / The role of organizational leaders in shaping attitudes towards labour

Haromszeki, Łukasz

doi:10.15611/pn.2016.430.11

Cited by 2 publications

(1 citation statement)

References 2 publications

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“…Different organizational aspects can have an impact on leadership and, vice versa, leadership practices can be important in achieving success in an organization. For example, leadership effectiveness and a company's performance (Schein, 1992), overall results (Haromszeki, 2015;Maister, 1997;Yildiz et al 2014), increase in company's value (Bennett & Bell, 2004), organizational innovation (Mathisen et al, 2012;Mumford & Licuanan, 2004), and quality (Strukan et al, 2017), long-term planning (Appelbaum et al, 1998), responsibility for decisions (Vroom & Jago, 1974) and employees' attitudes toward work and their motivation (Kremmydas & Austen, 2020;Wziątek-Staśko, 2016) and a positive climate for coexistence (Chew & Chan, 2008;Drewniak, 2018;Hamdia & Phadett, 2011) are all aspects that have been important in theoretical and empirical studies of MNCs. For example, the improvement of leaders' skills and the increasing role of the company (Black et al, 1999;Csoka & Hackett, 1998;Stroh & Caligiuri, 1998) and its foreign entities (Duda, 2017;Kuzel, 2013) have already been quite well described.…”

Section: Organizational Leadershipmentioning

confidence: 99%

The Effects of TM and CM on Organizational Leadership in Foreign Entities of MNCs

Haromszeki

2023

International Journal of Contemporary Management

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Background Foreign direct investment (FDI) of multinational corporations (MNCs) from Central Europe have become more visible in the last decade, but many studies describing the role of talent management (TM), competency management (CM), and organizational leadership (OL) in MNCs have taken place in enterprises with headquarters in developed countries. The relationship between different variables in MNCs headquartered in less developed countries has not been satisfactorily explained in the scientific and professional literature. Research aims Hence, the main aim of this paper is based on the outcomes presentation of the relations between TM, CM, and the advancement level of OL practices in MNCs having their headquarters in less developed countries. Methodology The theoretical and empirical suppositions are based on two major concepts: resource-based views and a situational approach. The data were collected using the computer-assisted telephone interviewing (CATI) method in 200 nonfinancial enterprises with the domination of the Polish capital having foreign entities, inter alia, in Central and Western Europe. Findings The conducted research shows that there is a relationship among TM, CM, and OL practices. Also, there are significant differences between companies depending on the duration of the MNC’s operation on the market, the size of the organization, and the type of business profile. Whereas the assumptions have been based on a literature review, empirical research has not confirmed that there is a difference between foreign subsidiaries located in more and less developed countries (here, Central Europe and Western Europe).

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Section: Organizational Leadershipmentioning

confidence: 99%

The Effects of TM and CM on Organizational Leadership in Foreign Entities of MNCs

Haromszeki

2023

International Journal of Contemporary Management

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The Mediating Role of HRM Outcomes in the Relationship Between Managerial Staff Development and Company Performance Results: A Contextual Study of MNCs in Central Europe

Stor

2024

Thunderbird Intl Bus Rev

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The main goal of the article is to determine the mediating role of human resources management (HRM) outcomes in the relationships between managerial staff development (MSD) and company performance results in multinational companies (MNCs) and to establish whether there are any identifiable regularities in this scope in four types of contexts, that is, the pre‐pandemic and pandemic period in the headquarters (HQs) and foreign subsidiaries of MNCs. This article presents an innovative approach to analyzing the relationship between these variables. To capture the actual relationships, the efficiency index was introduced which makes a novelty in the studies on management of MNCs. Additionally, the empirical research was conducted in MNCs established in Central Europe, which is not a frequent subject of research. The research findings show that in the foreign subsidiaries of MNCs, during a pandemic, the results in HRM mediate the relationships between MSD and company's performance results in finance, innovativeness, and quality stronger than in the pre‐pandemic time. As for the HQs during the pandemic, this mediation effect was stronger when innovativeness was considered, stayed the same for quality, and decreased for finance.

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Rola przywódców organizacyjnych w kształtowaniu postaw wobec pracy / The role of organizational leaders in shaping attitudes towards labour

Cited by 2 publications

References 2 publications

The Effects of TM and CM on Organizational Leadership in Foreign Entities of MNCs

The Effects of TM and CM on Organizational Leadership in Foreign Entities of MNCs

The Mediating Role of HRM Outcomes in the Relationship Between Managerial Staff Development and Company Performance Results: A Contextual Study of MNCs in Central Europe

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