International Management & Leadership
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Purpose: The purpose of this qualitative phenomenological study is to explore the of self-initiated expatriates prior to and during acculturation to life in a smaller periphery region such as Vorarlberg, Austria. By providing insights into their lived experience this research aims to fill in the gaps of missing information on motivators, success factors to adjustment, issues, and stressors, and more that SIEs experience when adjusting. Specifically, what items promote adjustment and what items hinder adjustment.
Findings: Developed a better understanding of how and what motivational factors lead to expatriation. Furthermore, that opportunities arise by chance. During acculturation, language factors (dialect), cultural differences act as stressors. While social support, and organizational support, learning of the language act as promoters of acculturation.
Further Research could be done including ethnicities, SIEs moving from developed to developing countries, adjustment in regions with dialect vs no dialect.
Key words: self-initiated expatriates, expatriation, acculturation, adjustment, promoting acculturation, hindering acculturation.
A rapid change to remote work during the beginning of the Covid-19 pandemic allowed many organizations to roll out new collaboration platforms to rapidly digitalize their workflows and processes in order to continue operation. This sudden shift to remote work revealed to employees the potential benefits of working remotely in the form of additional flexibility and also showed the challenges and barriers organizations could face by introducing such a strategy. This thesis aims to uncover the key considerations that the organizations of the industrial sector in Vorarlberg need to consider establishing a remote work strategy. According to the results from the research, the Covid-19 pandemic was as a paradigm change for the interviewed decision makers about how they thought about remote work and how they transformed their respective organizations too continue to operate. After the initial phase of Covid-19 restrictions organizations started to experiment with a remote work strategy of their own, based on their past experiences. For now, most of the interviewed organizations use already different remote work concepts and evaluate which one suits best their needs. The main considerations as to why an organization introduced a remote work strategy are to be an attractive employer and to stay ahead in the search for new talent. Further by introducing a remote work strategy, organizations need to change their rules of collaboration, adapt their core values to fit a remote workplace and to introduce collaboration platforms which are designed to support a remote workforce.
Scrum has been a prominent project management framework for managing software development projects. The scrum team embodies values such as commitment, focus, respect, courage, and openness to develop trust, which serves as the foundation of the scrum framework. However, in recent years, scrum teams are shifting towards a work-from-home environment which is relatively new to most of them and known to present various challenges. Looking at the benefits of adhering to scrum values, this study aims to investigate the challenges scrum teams experience in adhering to scrum values while operating virtually, as well as to explore practical strategies to overcome the identified challenges, particularly during the storming stage of team development. This research employed a qualitative methodology using semi-structured interviews with scrum team members who have experience working in a virtual environment. Through qualitative content analysis of semi-structured interviews, this research identifies significant challenges within five main categories: communication, collaboration, interpersonal dynamics, the virtual work environment, and personal workspace issues. However, beyond the challenges, the study reveals practical strategies as well for successful team dynamics and higher efficiency. The strategies derived from team members' experiences are categorized into six categories: enhanced meeting management, leveraging in-person engagements, optimizing tools & technology, effective communication strategies, team-building, and nurturing a positive work culture.
The boom of information technology development created high demand for skilled labour force in IT occupations. IT professionals install, test, build, repair or maintain hardware and software and can do the job from any location in the world.
Demand for the workforce significantly outstrips the global supply. In a situation of staff shortage employers have to compete on local and global labour markets. The ability of a firm to attract and retain the best talent would become a source of its sustainable competitive advantage.
Aim of the study is to understand what influences perception of employment attractiveness by IT professionals the most. This study intends to expend the existing knowledge about employees´ needs and “psychological contract” concept.
The research was conducted with the participation of 4 IT and 4 HR English-speaking experts who live and work in Austria. In the study the grounded theory approach and the descriptive qualitative methods were applied.
The research findings explain which factors influence the decision of IT professionals to join, stay or leave an employer. The results are discussed in relation to talent attraction and retention practices of Austrian employers.
In the context of this master thesis, general tensions within the relationship between headquarters and their subsidiaries are examined using the practical example of a Swiss company with its subsid-iary in Kenya. Thereby, the influence of cultural aspects and the associated different expectations on management and leadership are emphasized. In doing so, two countries are compared which have not yet been considered in the same context. The objective of this master thesis is to develop a framework that enables the headquarter in the German speaking area of Switzerland and the sub-sidiary in the Bantu speaking area of Kenya to overcome cultural barriers and to increase mutual understanding in the business context. This will facilitate the identification of potentially dysfunc-tional aspects in the working relationship and provide a basis for optimizing the existing business relationship between the Swiss headquarter and the Kenyan subsidiary.
This thesis addresses the overarching question of what the two business entities need to know about each other in terms of cultural characteristics and emerging differences in business practices (in terms of management/leadership) in order to improve the overall cooperation and working rela-tionship between the headquarter and its subsidiary. Thus, the following topics are emphasized with-in this thesis: tensions within the headquarter/subsidiary relationship, concise country profiles of Switzerland and Kenya including a cultural overview of both countries, cultural concepts including organizational culture, common leadership theories related to the situational leadership approach, and finally, an evaluation of the current status quo in the working relationship between the Swiss headquarter and the Kenyan subsidiary based on interviews.
The rapidly evolving nature of Industry 4.0 has confronted corporates with the challenge of being able to react rapidly and nimbly (Van Solingen, 2020). Hence, many corporates need to embark on a journey of adaptation toward becoming agile organisations (Schmitz, 2018). However, this adaptation can only be achieved if employees fully commit to changing to an agile posture, and the required commitment is simply not forthcoming without proper corporate initiatives (Neves & Caetano, 2009). As there is no holistic summary of corporate initiatives required to boost employees' commitment to change when approaching an agile transformation, this study supplements the current research. The initiatives are derived from the existing literature and from unique insights given into a European automotive supplier that is currently managing a global agile transformation. Employees’ perceptions of the transformation in Austria and China were recorded and conclusions regarding what drives employees’ commitment to change and what led to job terminations were determined.
This paper sought to identify and analyze what are the barriers towards women career’s development as business leaders in Brazil and Nicaragua when it comes to the country societal variables. In order to comprehend these barriers through women’s perception, qualitative data was chosen for this investigation, which was gathered through one-to-one interviews within businesswomen from Brazil and Nicaragua that have experience in leadership positions. The results of this research confirm that societal, economic, and political factors have great influence at gender equality and in how it affects women’s progress as business leaders. Thus, it can vary considerably between countries, even when they have similar culture backgrounds. Furthermore, it is imperative to comprehend these differences in order to close any gender gap in the field.
Having autonomy in the workplace can have a positive impact on employees’ performance, which in turn can benefit the organization’s competitive advantages. While previous researches have primarily focused on the psychological effects of job autonomy on employee performance and has been limited to certain domains, the relationship between job autonomy and organizational design is an important area of study for organizations seeking to improve their competitiveness. This thesis proposes a conceptual model for designing an organization structure that promotes employee performance in manufacturing companies by removing obstacles towards obtaining job autonomy. The focus is on ambitious employees who seek growth and development opportunities within their organization. The model is based on a review of existing literature on job autonomy and organizational design. Exploratory qualitative research was conducted with selected ambitious employees from different industries by means of one-on-one semi-structured interviews. Overall, the proposed model has practical implications for manufacturing companies looking to motivate their employees, as well as for researchers seeking to advance their understanding of organizational design in our times.