This study provides a framework depicting the evolution of studies on the functions of boards of directors and their impact on firm performance. Four theories-legalistic, strategic choice, agency, and stewardship theory-are linked to describe the relationships in the evolution process underlying this phenomenon. From this review, directions for future research are identified.
This paper argues that the greatly increased emphasis in our civilization today on expanding one of the oldest and most basic values, the idea of democracy, has given the public an interest in wanting more participation in the decision-making processes that vitally affect their welfare. It is the thesis of this paper that an extension of participative decision making into capitalism could develop what is called a postmodern theory of industrial democracy. At the same time, such a theory redefines the discourse on empowerment.
The day on which Zhang Wei Gou met John Redmann was fateful in many ways. Zhang had worked for many years at a small paper factory in Shanxie province. He had a good reputation as a manager of people but the State-owned factory in which he worked was small and very inefficient. Production quality was low, processes were not well thought out and the workers in general were not much interested in improving things. Zhang was frustrated both with his leaders' inability to improve conditions at the factory and with his own inability to change things despite his good relations with the workers. He decided in the summer of 1996 to xiahie (to take a job in the private sector). He quickly found a supervisory job in a China-Canadian joint venture in the nearby city of Xian.
This paper addresses the issue of Human Resource Management (HRM) and training with particular emphasis on Omanization (the replacement of expatriate with Omanies) in the Sultanate of Oman. First, the paper discussess an overview of the human resource management practices in the Gulf Cooperation Council (GCC) countries and the emerging economies of East Asia. This is followed by the specifics of the Sultanate of Oman's experience outlining the national policies on human resource management & training and government supported Omanization schemes and incentives. Finally, the author recommends an integrated and holistic three tier strategic framework for human resource management and training in the Sultanate of Oman.