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Management development and firm performance in Germany, Norway, Spain and the UK

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  • Christopher Mabey

    (Birmingham University Business School, Birmingham, UK)

Abstract

While comparative studies of human resource management (HRM) are relatively plentiful, few have examined the way organisations in different countries train and develop their managers, or the impact of this upon firm performance. Given the centrality of management capability for corporate and national competitive performance, this represents an important area of enquiry. Utilising telephone interview data from the human resource development manager and a line manager in 482 domestic and multinational organisations in four European countries, patterns of management development (MD) are found to differ according to country and, to a lesser extent, by international strategy. However, a significantly greater amount of organisational performance is explained by internal MD strategies adopted by the organisations concerned and the credence accorded these by line managers. Journal of International Business Studies (2008) 39, 1327–1342. doi:10.1057/palgrave.jibs.8400405

Suggested Citation

  • Christopher Mabey, 2008. "Management development and firm performance in Germany, Norway, Spain and the UK," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 39(8), pages 1327-1342, December.
    • Handle: RePEc:pal:jintbs:v:39:y:2008:i:8:p:1327-1342
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    Cited by:

    1. Guido Nassimbeni & Guido Orzes & Marco Sartor, 2018. "Strategic Types and Competences of Domestic and Foreign Plants: An Empirical Study," Global Business Review, International Management Institute, vol. 19(4), pages 817-841, August.
    2. Nadeem, Sadia & Raza, Mishal & Kayani, Neelab & Aziz, Amna & Nayab, Dure, 2018. "Examining cross-cultural compatibility of high performance work practices," International Business Review, Elsevier, vol. 27(3), pages 563-583.

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