Browsing by Autor "Leonardo Liberman"

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Efectos de los contextos institucionales en las prácticas de gestión en una empresa multinacional europea
(2010) Leonardo Liberman
The present study investigates the effect of institutional contexts on managerial practices within a multinational company. Questionnaires measuring actual and ideal managerial practices were completed in four different subsidiaries of the same MNC. Results show that the practices of subsidiaries operating in countries with a higher degree of institutional labor-market regulation were less formalized and directive than in those subsidiaries located in countries with a lower degree of labor-market regulation. It was also found that the degrees of acceptance of these practices differed significantly across institutional contexts: in less restrictive institutional contexts formal and directive practices were more desirable than in more restrictive institutional contexts. It is argued that there is an inverse relationship between the flexibility of subsidiaries institutional contexts and the flexibility of their practices (formality and directiveness). Implications and limitations of this study are discussed.
El impacto de un estilo gerencial paternalista y de la delegación de autoridad sobre la satisfacción laboral y el compromiso organizacional en Chile y los EE.UU
(2014) Leonardo Liberman
Inter-Cultural Competency in International Locals and their Performance
(2021) Leonardo Liberman; David Kimber
This paper examines the relationship between intercultural competencies and performance in “international locals”, defined as employees who, albeit not formally appointed to any international position, are regularly exposed to different types of intercultural interactions. From a sample of 258 employees of a multinational company, we selected a sub-group of 94 international locals, and examined the effect of ethnocentrism (ET), cultural intelligence (CQ) and emotional intelligence (EQ) on their performance, utilizing multiple regression analysis. The results show that the higher levels of CQ and/or EQ, the better the performance of international locals. Evidence also indicates that EQ interacts with CQ, triggering or enhancing the effect on performance. Finally, ET does not have any effect on the performance of international locals. The research implies that EQ and CQ are essential for performance in international business situations, and that international locals, who are continually exposed to regular intercultural interactions, need to focus on developing these two competencies. By assessing and helping international locals to develop higher EQ and CQ, organizations can ensure that they have enthusiastic and perseverant employees, who enjoy intercultural interactions, and can contribute to develop competitive advantages and capabilities.
International Business Research and Latin America
(2014) Álvaro Cuervo-Cazurra; Leonardo Liberman
This article reviews international business research on Latin America and introduces the articles contained in this special issue on international business research and Latin America. The articles are the finalists for the best paper award given at the 2010 meeting of the Latin American chapter of the Academy of International Business. They reflect the promise of using Latin America as a research laboratory for advancing the theory of international business
O Impacto De Um Estilo Gerencial Paternalista E Da Delegação De Autoridade Sobre A Satisfação Trabalhista E O Compromisso Organizacional No Chile E Nos Estados Unidos
(2014) Leonardo Liberman
The impact of a Paternalistic Style of Management and Delegation of Authority on Job Satisfaction and Organizational Commitment in Chile and the US
(National University of Colombia, 2014) Leonardo Liberman
Although the use of a paternalistic style of management is widespread in the nonWestern context, it has only recently received attention from Western scholars. In this study, we compare the presence of a paternalistic style of management and delegation practices across two culturally different organizational contexts, namely Chile and the US. We also examine the effects of these management practices on job satisfaction and organizational commitment in both contexts. Results suggest that delegation of authority was more common in the US than in Chile, whereas paternalism was higher in Chile than in the US. Furthermore, delegation and paternalism were positively related to job satisfaction and organizational commitment in both countries. Unexpectedly, delegation had a stronger effect on job satisfaction and organizational commitment than a paternalistic style of management in the Chilean context, whereas the opposite was found in the US sample. Moreover, the effect of a paternalistic management style on both job satisfaction and organizational commitment seemed to be fully mediated by delegation in Chile. We discuss both the theoretical and practical implications of these findings.