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Management Development in Europe:: Do National Models Persist?

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  • Klarsfeld, Alain
  • Mabey, Christopher

Abstract

Explaining the way organizations go about identifying and developing their managers will require some understanding of internal priorities and decision processes, as well as more macro factors like the national institutional context. We might also expect cultural factors to play an important part, but applying a cross-cultural analysis to management development policies and practices is relatively rare. One exception is an enduring framework which identifies the cultural characteristics of Germanic, Anglo-Dutch and Latin models [European Management Journal 5(2) (1987) 72; The Global Challenge Frameworks for International Human Resource Management, McGraw-Hill/Irwin, Chicago]. Drawing upon a sample of 300 European firms, this paper tests the empirical validity of these three models and finds that some, but not all, of the features originally identified continue to hold true for firms in the countries concerned.

Suggested Citation

  • Klarsfeld, Alain & Mabey, Christopher, 2004. "Management Development in Europe:: Do National Models Persist?," European Management Journal, Elsevier, vol. 22(6), pages 649-658, December.
    • Handle: RePEc:eee:eurman:v:22:y:2004:i:6:p:649-658
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    Citations

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    Cited by:

    1. Marc Goergen & Chris Brewster & Geoffrey Wood & Adrian Wilkinson, 2012. "Varieties of Capitalism and Investments in Human Capital," Industrial Relations: A Journal of Economy and Society, Wiley Blackwell, vol. 51, pages 501-527, April.
    2. Rune Ellemose Gulev & Hanna Lierse, 2012. "Cultural Repercussions: Extending Our Knowledge about How Values of Trust and Confidence Influence Tax Structures within Europe," International Journal of Management, Knowledge and Learning, International School for Social and Business Studies, Celje, Slovenia, vol. 1(1), pages 91-108.
    3. Schmid, Stefan & Mitterreiter, Simon, 2021. "Understanding top managers’ careers: How does career variety impact tenure on the board?," European Management Journal, Elsevier, vol. 39(5), pages 617-632.
    4. Barmeyer, Christoph & Mayrhofer, Ulrike, 2008. "The contribution of intercultural management to the success of international mergers and acquisitions: An analysis of the EADS group," International Business Review, Elsevier, vol. 17(1), pages 28-38, February.
    5. Rune Gulev, 2007. "The International Headquarters–Subsidiary Relationship: Projecting Economic Cultural Influences on Management within Selected EU Countries," Managing Global Transitions, University of Primorska, Faculty of Management Koper, vol. 5(1), pages 63-83.
    6. Rune Ellemose Gulev, 2009. "Are National and Organizational Cultures Isomorphic? Evidence from a Four Country Comparative Study," Managing Global Transitions, University of Primorska, Faculty of Management Koper, vol. 7(3), pages 259-279.
    7. Rune Ellemose Gulev & Hanna Lierse, 2011. "Exploring the Connection between Culture and Taxation: How Trust and Confidence Shape Tax Regimes within Europe," MIC 2011: Managing Sustainability? Proceedings of the 12th International Conference, Portorož, 23–26 November 2011 [Selected Papers],, University of Primorska, Faculty of Management Koper.
    8. Ravasi, Claudio, 2013. "Les top managers internationaux des grandes entreprises suisses: profils et parcours de carrière," FSES Working Papers 445, Faculty of Economics and Social Sciences, University of Freiburg/Fribourg Switzerland.
    9. Davoine, Eric & Ravasi, Claudio, 2013. "The relative stability of national career patterns in European top management careers in the age of globalisation: A comparative study in France/Germany/Great Britain and Switzerland," European Management Journal, Elsevier, vol. 31(2), pages 152-163.

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