The Experts below are selected from a list of 18696 Experts worldwide ranked by ideXlab platform
Gunter K Stahl - One of the best experts on this subject based on the ideXlab platform.
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predictors of turnover intentions in learning driven and demand driven international assignments the role of repatriation concerns satisfaction with company support and perceived Career Advancement opportunities
Social Science Research Network, 2009Co-Authors: Gunter K Stahl, Chei Hwee Chua, Paula Caligiuri, Jeanluc Cerdin, Mami TaniguchiAbstract:International assignments have become an important part of managers’ Careers and are considered one of the most effective leadership development tools. Yet, studies consistently show that companies fail to integrate international assignments with long-term Career development and succession planning and that a substantial percentage of expatriates leave the company upon completion of the international assignment. A total of 1,779 international assignees participated in a study that examined the factors associated with expatriate turnover intentions. The results indicate the importance of differentiating between two types of international assignments - developmental (or learning-driven) and functional (or demand-driven) - to understand expatriates’ turnover intentions. While we found turnover intentions to vary depending on whether assignments are developmental or functional, the three sets of predictors of turnover intentions are similar. They are (1) lower satisfaction with company support, (2) higher repatriation concerns, and (3) lower Career Advancement opportunities within the company (relative to opportunities available outside the company). We discuss the implications for research and practice.
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predictors of turnover intentions in learning driven and demand driven international assignments the role of repatriation concerns satisfaction with company support and perceived Career Advancement opportunities
Human Resource Management, 2009Co-Authors: Gunter K Stahl, Chei Hwee Chua, Paula Caligiuri, Jeanluc Cerdin, Mami TaniguchiAbstract:International assignments have become an important part of managers' Careers and are considered one of the most effective leadership development tools. Yet, studies consistently show that companies fail to integrate international assignments with long-term Career development and succession planning and that a substantial percentage of expatriates leave the company upon completion of the international assignment. A total of 1,779 international assignees participated in a study that examined the factors associated with expatriate turnover intentions. The results indicate the importance of differentiating between two types of international assignments—developmental (or learning-driven) and functional (or demand-driven)—to understand expatriates' turnover intentions. While we found turnover intentions to vary depending on whether assignments are developmental or functional, the three sets of predictors of turnover intentions are similar. They are (1) lower satisfaction with company support, (2) higher repatriation concerns, and (3) lower Career Advancement opportunities within the company (relative to opportunities available outside the company). We discuss the implications for research and practice. © 2009 Wiley Periodicals, Inc.
Mami Taniguchi - One of the best experts on this subject based on the ideXlab platform.
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predictors of turnover intentions in learning driven and demand driven international assignments the role of repatriation concerns satisfaction with company support and perceived Career Advancement opportunities
Social Science Research Network, 2009Co-Authors: Gunter K Stahl, Chei Hwee Chua, Paula Caligiuri, Jeanluc Cerdin, Mami TaniguchiAbstract:International assignments have become an important part of managers’ Careers and are considered one of the most effective leadership development tools. Yet, studies consistently show that companies fail to integrate international assignments with long-term Career development and succession planning and that a substantial percentage of expatriates leave the company upon completion of the international assignment. A total of 1,779 international assignees participated in a study that examined the factors associated with expatriate turnover intentions. The results indicate the importance of differentiating between two types of international assignments - developmental (or learning-driven) and functional (or demand-driven) - to understand expatriates’ turnover intentions. While we found turnover intentions to vary depending on whether assignments are developmental or functional, the three sets of predictors of turnover intentions are similar. They are (1) lower satisfaction with company support, (2) higher repatriation concerns, and (3) lower Career Advancement opportunities within the company (relative to opportunities available outside the company). We discuss the implications for research and practice.
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predictors of turnover intentions in learning driven and demand driven international assignments the role of repatriation concerns satisfaction with company support and perceived Career Advancement opportunities
Human Resource Management, 2009Co-Authors: Gunter K Stahl, Chei Hwee Chua, Paula Caligiuri, Jeanluc Cerdin, Mami TaniguchiAbstract:International assignments have become an important part of managers' Careers and are considered one of the most effective leadership development tools. Yet, studies consistently show that companies fail to integrate international assignments with long-term Career development and succession planning and that a substantial percentage of expatriates leave the company upon completion of the international assignment. A total of 1,779 international assignees participated in a study that examined the factors associated with expatriate turnover intentions. The results indicate the importance of differentiating between two types of international assignments—developmental (or learning-driven) and functional (or demand-driven)—to understand expatriates' turnover intentions. While we found turnover intentions to vary depending on whether assignments are developmental or functional, the three sets of predictors of turnover intentions are similar. They are (1) lower satisfaction with company support, (2) higher repatriation concerns, and (3) lower Career Advancement opportunities within the company (relative to opportunities available outside the company). We discuss the implications for research and practice. © 2009 Wiley Periodicals, Inc.
Elizabeth L Travis - One of the best experts on this subject based on the ideXlab platform.
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rationale and models for Career Advancement sponsorship in academic medicine the time is here the time is now
Academic Medicine, 2018Co-Authors: Amy S Gottlieb, Elizabeth L TravisAbstract:The business community has honed the concept of sponsorship and promulgated its utility for harnessing the talent of high-performing women and minorities whose contributions often go unrecognized within organizations. In recent years, academic medicine has begun to do the same. Whereas mentorship often centers on personal and professional development (e.g., skill building and goal setting), sponsorship focuses on enhancing the visibility, credibility, and professional networks of talented individuals. For upward Career mobility, mentorship is limited in scope. Sponsorship, on the other hand, directly targets Career Advancement and is anchored in the sponsor's awareness of organizational structures and critical professional opportunities for junior faculty. Men are more likely to garner sponsors informally, and these sponsors tend to be male. Existing disparities between male and female medical faculty in achievement of academic rank and leadership roles, compensation, and research support suggest that high-performing women have a visibility gap. Such systemic inequity reflects a suboptimal business model that limits organizational potential. Formal sponsorship programs that match women with senior leaders facilitate access to beneficial relationships and institutionalize the value of equal opportunity. In this Perspective, the authors describe two successful sponsorship models that exist within academic medicine, the Society of General Internal Medicine's Career Advising Program and MD Anderson Cancer Center's Leaders' Sponsorship Program. They issue a call to action for much broader implementation of sponsorship programming to cultivate the Advancement of all talented medical faculty and provide recommendations for such endeavors.
Margaret M Hopkins - One of the best experts on this subject based on the ideXlab platform.
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women s roles in women s Career Advancement what do women expect of each other
Career Development International, 2018Co-Authors: Deborah A Oneil, Margaret E Brooks, Margaret M HopkinsAbstract:The purpose of this paper is to better understand women’s working relationships and Career support behaviors, by investigating expectations women have of other women regarding senior women’s roles in (and motivations for) helping junior women succeed, and junior women’s engagement in their own Career Advancement behaviors.,The authors surveyed self- and other-reports of senior women’s engagement in Career assistance behaviors on behalf of junior women colleagues, and junior women’s engagement in their own Career Advancement behaviors. One sample of respondents indicated to what extent they believed senior women did engage in Career assistance toward junior women, and to what extent they believed junior women did engage in Career Advancement. Another sample indicated to what extent they believed senior women should engage in Career assistance, and to what extent they believed junior women should engage in their own Career Advancement.,Results suggest a disconnect between the expectations and perceptions junior and senior women have of each other. Junior women expect senior women to engage in Career assistance behaviors to a greater degree than they believe senior women are engaging in such behaviors, and junior women think they are doing more to advance their Careers than senior women are expecting them to do. The authors examine individual and organizational implications of these unmet expectations and perception mismatches.,Women-to-women working relationships are under-studied, and typically viewed in either/or terms – good or bad. The findings provide a more nuanced understanding of women’s perceptions and expectations and offer suggestions for how women can influence female Career Advancement.
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the impact of gendered organizational systems on women s Career Advancement
Frontiers in Psychology, 2015Co-Authors: Deborah A Oneil, Margaret M HopkinsAbstract:In this Perspective article we propose that in order to pave the way for women's Career Advancement into the senior ranks of organizations, attention must be directed at the systemic norms and structures that drive the gendered nature of the workplace. A focus on individual level issues, i.e., women lacking confidence and women opting out, detracts from the work that must be done at the organizational level in order to dismantle the system of pervasive, structural disadvantage facing women seeking to advance to senior leadership positions.
Amy S Gottlieb - One of the best experts on this subject based on the ideXlab platform.
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rationale and models for Career Advancement sponsorship in academic medicine the time is here the time is now
Academic Medicine, 2018Co-Authors: Amy S Gottlieb, Elizabeth L TravisAbstract:The business community has honed the concept of sponsorship and promulgated its utility for harnessing the talent of high-performing women and minorities whose contributions often go unrecognized within organizations. In recent years, academic medicine has begun to do the same. Whereas mentorship often centers on personal and professional development (e.g., skill building and goal setting), sponsorship focuses on enhancing the visibility, credibility, and professional networks of talented individuals. For upward Career mobility, mentorship is limited in scope. Sponsorship, on the other hand, directly targets Career Advancement and is anchored in the sponsor's awareness of organizational structures and critical professional opportunities for junior faculty. Men are more likely to garner sponsors informally, and these sponsors tend to be male. Existing disparities between male and female medical faculty in achievement of academic rank and leadership roles, compensation, and research support suggest that high-performing women have a visibility gap. Such systemic inequity reflects a suboptimal business model that limits organizational potential. Formal sponsorship programs that match women with senior leaders facilitate access to beneficial relationships and institutionalize the value of equal opportunity. In this Perspective, the authors describe two successful sponsorship models that exist within academic medicine, the Society of General Internal Medicine's Career Advising Program and MD Anderson Cancer Center's Leaders' Sponsorship Program. They issue a call to action for much broader implementation of sponsorship programming to cultivate the Advancement of all talented medical faculty and provide recommendations for such endeavors.