TALK KEYWORD INDEX
This page contains an index consisting of author-provided keywords.
| 1 | |
| 1. Labor Rights | |
| 2 | |
| 2. IHRM | |
| 3 | |
| 3. Multilatinas | |
| A | |
| academic career | |
| academic human capital | |
| Academic Intellectual Capital | |
| academic researcher | |
| Academic Tenure | |
| ADR | |
| advice network | |
| Affective commitment | |
| age | |
| Age discrimination | |
| Airline safety | |
| Algeria | |
| Alternative mentoring | |
| ambidextrous | |
| AMO framework | |
| Antarctic | |
| Applicant | |
| Arab countries | |
| Arab Middle East | |
| Australia | |
| Automation | |
| Axes of Action | |
| B | |
| Behavior | |
| behavioral strategies | |
| Blue collar workers | |
| Brazil | |
| C | |
| Career | |
| career adaptability | |
| career capital | |
| career management | |
| Career mobility | |
| career outcomes | |
| career strategies | |
| Career success | |
| career system | |
| Careers | |
| case study research | |
| Central and Eastern Europe | |
| Central and Eastern International Research Team (CEEIRT) | |
| Challenges | |
| Children of expatriates' adjustment | |
| China | |
| Civic behaviour | |
| co-optation | |
| Collaboration | |
| Collective bargaining | |
| Collectivism | |
| Commercial airline pilots | |
| Commitment | |
| Comparative capitalism | |
| Comparative career studies | |
| Comparative HRM | |
| Comparative Institutional Aspects | |
| competence | |
| Competences | |
| competitiveness | |
| complementary fit | |
| Compressed Development | |
| configurational approach | |
| confirmatory factor analysis | |
| conflict management systems | |
| context | |
| Contextualization | |
| contingency approach | |
| Convergence | |
| Convergence Divergence | |
| corporate social responsibility | |
| corruption | |
| Counterproductive Behaviours | |
| Cranet | |
| Creative talents | |
| Creative workspaces | |
| Creativity | |
| criminological theory | |
| Crisis | |
| Critical incident technique | |
| Cross cultural competence | |
| cross cultural skills | |
| Cross- Cultural | |
| cross-cultural comparison | |
| Cross-functional team | |
| crowd work | |
| crowdsourcing | |
| Cuba | |
| Cultural Context | |
| Cultural differences | |
| Cultural Dimensions | |
| Cultural Intelligence | |
| Cultural values | |
| Cultural Intelligence | |
| Culture | |
| D | |
| Data collection | |
| Decision Making | |
| Developing economies | |
| Digital Age | |
| diplomacy training | |
| direct employee participation | |
| Disability | |
| Disability Inclusion | |
| Discrimination at work | |
| diversity | |
| Diversity & Inclusion | |
| diversity management | |
| Downsizing | |
| Dress code | |
| Dual Career Couples | |
| dual careers | |
| dual working couples | |
| Dyad demographic similarity | |
| dynamic model | |
| E | |
| Effective implementation | |
| Egypt | |
| eHRM | |
| emerging economy | |
| Employability | |
| Employee | |
| Employee Engagement | |
| employee health and safety | |
| employee performance | |
| Employee Well-being | |
| employee-organization relationship | |
| Employees | |
| Employer attractiveness | |
| employer branding | |
| Employers' Attitudes | |
| employment of people with disabilities | |
| Employment Relations | |
| empowerment | |
| environmental dynamism | |
| environmental management | |
| ethics | |
| expatriate | |
| expatriate management | |
| Expatriate performance | |
| expatriate spouse | |
| Expatriate Teachers | |
| Expatriates | |
| expatriation | |
| Expatriation and careers | |
| Experimental Vignette Methodology | |
| Extrinsic motivation | |
| F | |
| Facades of Conformity | |
| Facilitators for HR Analytics | |
| FDI | |
| Feedback intervention | |
| feedback sign | |
| firm innovativeness | |
| Firm performance | |
| Fixed effects model | |
| Focus group | |
| Follower characteristics | |
| Forgiveness | |
| Formal mentoring | |
| Formal Relationships | |
| G | |
| gender | |
| gender bias | |
| Gender role | |
| gender role ideology | |
| generational cohorts | |
| generational differences | |
| Germany | |
| Global Assignments | |
| Global Bank | |
| Global business organizations | |
| global mobility | |
| global norms | |
| Global perspective | |
| Global Talent Management | |
| Global teams | |
| Global Value Chains | |
| globalisation | |
| Globalization | |
| Globalizing actors | |
| Global Talent | |
| Greece | |
| Growth satisfaction in job | |
| H | |
| h-index | |
| Happiness at work | |
| hardship location | |
| Haute cuisine restaurants | |
| Health | |
| healthcare | |
| healthcare professionals | |
| High Commitment HRM | |
| high involvement work practices | |
| High Performance Work Practices | |
| High Performance Work Systems | |
| higher education institutions | |
| Hofstede | |
| hospitals | |
| HR Analytics | |
| HR business partner | |
| HR Business Partners | |
| HR contributions to market entry success | |
| HR implementation | |
| HR partnership | |
| HR practices | |
| HR strategy | |
| HR systems | |
| HRM | |
| HRM implementation | |
| HRM in teams | |
| HRM policies and practice | |
| HRM practices | |
| Human capital | |
| human resource | |
| Human Resource Development | |
| human resource management | |
| human resource management competencies | |
| human resource policies | |
| human resource practices | |
| Human Resources | |
| Human Resources Management | |
| Human Resources Management Practices | |
| Human Resources Manager | |
| I | |
| Identification | |
| Immigrant employees | |
| Immigrants | |
| Importance of Human Resources | |
| importance of work aspects | |
| in-depth interview | |
| india | |
| Individual career | |
| individual performance | |
| informal network ties | |
| Informal Relationships | |
| innovation | |
| Innovation Performance | |
| innovative work behavior | |
| insider status | |
| Inspirational leadership | |
| Institutional theory | |
| Institutionalisation | |
| instrument development | |
| Intellectual Capital | |
| Intention | |
| Intention to Quit | |
| Inter-organizational mentoring | |
| Intercultural competence | |
| intergovernmental organizations (IGOs) | |
| international assignment | |
| international assignments | |
| international experience | |
| International HR | |
| International HR practices | |
| international HRM | |
| International Knowledge Workers | |
| international mobility | |
| international relations | |
| International Schools | |
| international work | |
| international work experience | |
| Interpersonal communication | |
| Interpersonal communication satisfaction Transformational leadership | |
| intersectionality | |
| Intrinsic motivation | |
| Iran | |
| J | |
| Job burnout | |
| job crafting | |
| Job leisure conflict | |
| job satisfaction | |
| Job search | |
| job search abroad | |
| Job stress | |
| K | |
| Kaizen | |
| kaleidoscope career model | |
| Kernel Density Estimation | |
| Knowledge Hiding | |
| knowledge management | |
| knowledge sharing | |
| knowledge worker | |
| L | |
| Latent Profile Analysis | |
| Leader-Member Exchange | |
| leadership | |
| Lebanon | |
| legal context | |
| Libya | |
| life satisfaction | |
| Line managers | |
| literature review | |
| LMX | |
| Local Business Environment | |
| localization | |
| Long Term Orientation | |
| Longitudinal analysis | |
| M | |
| Macro Talent Management | |
| Male trailing spouse | |
| management | |
| Management Innovation | |
| Managerial innovation | |
| Maritime Industry | |
| Market entry | |
| Married female medical doctors | |
| Masculinity | |
| Massive layoffs | |
| Meanings | |
| Measurement | |
| medical personnel | |
| Merco Talent Ranking | |
| Metaanalysis | |
| Methodology in HRM | |
| Middle East | |
| migrant | |
| migration flows | |
| migration trajectories | |
| Millennials | |
| Mixed method | |
| Mixed methods | |
| MNCs | |
| model misspecification | |
| Morocco | |
| Morphological Analysis | |
| Motivational job design | |
| motives of expatriation | |
| Multi National Enterprises | |
| multi-generational | |
| Multi-level TM framework | |
| multi-source assessment | |
| Multicultural experiences | |
| Multilevel | |
| Multinational | |
| multinational companies | |
| Multinational teams | |
| N | |
| National differences | |
| national identity | |
| non-financial rewards | |
| Non-statutory benefits | |
| Non-Western countries | |
| North Africa | |
| O | |
| occupational satisfaction | |
| Office design | |
| Online MBA | |
| Organisation Strategy | |
| Organization-Based Self Esteem | |
| Organizational Agility | |
| Organizational citizenship behavior | |
| Organizational commitment | |
| Organizational Context | |
| organizational culture | |
| Organizational Cynicism | |
| Organizational Engagement | |
| Organizational environment | |
| Organizational Innovation | |
| organizational leadership | |
| Organizational learning | |
| organizational network analysis | |
| Organizational performance | |
| Overtime motives | |
| P | |
| Pakistan | |
| Path dependence | |
| pay dispersion | |
| perceived external prestige | |
| perceived investment in employee development perceived organisational support | |
| Perceived organizational innovativeness | |
| Perceived Social Support | |
| perceived supervisor support | |
| perception | |
| Perceptions | |
| performance | |
| Person Group Fit | |
| Person Organisation Fit | |
| Person Supervisor Fit | |
| Personal factors | |
| Personnel selection | |
| Poland | |
| police | |
| Political Context | |
| polytechnics | |
| Portuguese Air Force | |
| Post-state-socialist capitalism | |
| power | |
| Power Dimensions | |
| Power Distance | |
| practices | |
| pre-experimental design | |
| Private Sector Schools | |
| Proactive Behavior | |
| proactivity | |
| Productivity | |
| professional socialization | |
| Professional workers | |
| professionalization | |
| promotion system | |
| psychological capital | |
| psychological contract | |
| Psychological Contract Violation | |
| Psychological Empowerment | |
| Psychological Hardiness | |
| psychological outcome of expatriation | |
| Psychological Ownership | |
| public administration | |
| public hospitals | |
| Public sector | |
| Public service sector | |
| Q | |
| qualitative | |
| Qualitative analysis | |
| qualitative experiment | |
| qualitative research | |
| Qualitative Reserach | |
| Quality of work | |
| Quantitative | |
| Quantitative analysis | |
| R | |
| Radical innovation | |
| Re-employed Elderly Teachers | |
| Reaction | |
| Recruitment and selection | |
| Recruitment selection | |
| reflective and formative factor models | |
| Regional | |
| regulatory focus | |
| Relational climate | |
| Relationship building | |
| Religious quotas | |
| repatriation | |
| Research access | |
| Research and Development | |
| Research design | |
| research management | |
| research productivity | |
| Research teams | |
| researcher positionality | |
| resilience | |
| Resilience at work | |
| resilience capabilities | |
| Restraints to HR Analytics | |
| Retention | |
| Review | |
| ROI | |
| Role Congruity Theory | |
| Russia | |
| S | |
| satisfaction | |
| satisfaction with life | |
| Saudi Arabia | |
| scale development | |
| Scandinavian | |
| Scientific performance | |
| selection | |
| Selection process | |
| self initiated expatriates | |
| self-initiated expatriates | |
| Serbia | |
| servant leadership | |
| Short term assignment | |
| short-term assignments | |
| SHRM competencies | |
| SIHRM | |
| silence | |
| simulation games | |
| Singapore | |
| skilled migration | |
| Slovenia | |
| small island states | |
| SMEs | |
| Social Capability | |
| Social capital | |
| social exchange | |
| Social Identity | |
| social identity theory | |
| social media | |
| Social network | |
| social network analysis | |
| Social networks | |
| social support | |
| Socialization | |
| Socialization Tactics | |
| Socially responsible human resource management | |
| Socio-cultural Adjustment | |
| South Korea | |
| South Korean MNEs | |
| Southeast Asia | |
| Spouces/Significant others | |
| Spousal roles | |
| Sri Lanka | |
| Stakeholder theory | |
| strategic conflict management | |
| Strategic expatriation | |
| strategic HR | |
| Strategic HRM | |
| strategic integration | |
| strategic knowledge management | |
| strategic partner | |
| Strategy | |
| Stress | |
| Structural Equation Modeling | |
| Subgroup Formation | |
| subsidiary staffing | |
| supervisor support | |
| supervisors | |
| supervisory feedback | |
| supplementary fit | |
| sustainable career | |
| sustainable HR practices | |
| Sustainable HRM | |
| T | |
| Talent | |
| Talent acquisition | |
| talent attraction | |
| talent challenges | |
| talent configurations | |
| Talent Management | |
| talent retention | |
| talent-based architecture | |
| talents | |
| task type | |
| Taxonomy | |
| team cultural intelligence | |
| team diversity | |
| team innovative work behavior | |
| team leader cultural intelligence | |
| Team work | |
| teams | |
| Territoriality | |
| third culture | |
| Thriving | |
| Trade unions | |
| Trainee characteristics | |
| Training | |
| Training and development | |
| Training design | |
| Transfer of training | |
| transformational leadership | |
| transformational leadershipç | |
| trust | |
| Tunisia | |
| Turnover | |
| Turnover Intention | |
| turnover intentions | |
| U | |
| universalistic approach | |
| University | |
| US corporations | |
| V | |
| validation | |
| Varieties of capitalism | |
| virtual contract | |
| virtual platforms | |
| Virtual Teams | |
| virtual work | |
| Voice | |
| Vulnerable groups | |
| W | |
| Wasta | |
| Well-being | |
| Wellbeing | |
| WLB practices | |
| WLB supportive culture | |
| women | |
| work aspects | |
| Work engagement | |
| Work environment | |
| Work family conflict | |
| Work intensity | |
| work life balance | |
| Work-family Conflict | |
| Work-family enrichment | |
| Work-family interface | |
| Work-life balance | |
| workforce Belarus | |
| workforce participation | |
| Working Conditions | |
| Workplace | |
| Workplace Bullying | |
| Workplace meetings | |
| Y | |
| Young workers | |
| youth | |