Business & Economics
Managers
97%
Human Resource Management Practices
83%
Papua New Guinea
59%
Expatriates
52%
Human Resources
46%
Conceptual Model
45%
Employees
41%
Organizational Culture
40%
Organizational Performance
40%
Systems Theory
38%
Training Needs
38%
Value Orientations
37%
Information Communication Technology
37%
Cross-border
34%
Mediating Effect
32%
Risk Perception
32%
Small and Medium-sized Enterprises (SMEs)
31%
Interaction
31%
Localization
30%
Structural Equation Model
29%
Value Creation
28%
Cultural Intelligence
28%
Research Agenda
28%
Construct Validity
27%
Occupational Profile
27%
Frontline Employees
27%
Expatriate Managers
26%
Subsidiaries
26%
Latent Factors
26%
Organizational Commitment
26%
Work Environment
26%
Team Performance
26%
Global Staffing
26%
Employability
25%
Jordan
24%
Strategic Human Capital
24%
Predictors
24%
Multinational Enterprises (MNEs)
24%
Organizational Characteristics
24%
Student Perceptions
23%
Business Management
23%
Emerging multinationals
23%
Role Conflict
22%
Job Burnout
21%
South Pacific
21%
United Arab Emirates
21%
Systematic Review
21%
Workplace Bullying
20%
Diamond Model
20%
Social Sciences
manager
100%
Qatar
73%
work-life-balance
55%
China
55%
leadership
49%
employability
48%
employee
46%
human resources
42%
shortage
41%
performance
37%
innovation
29%
industry
25%
climate
23%
government company
23%
commitment
22%
employer
21%
Papua-New Guinea
21%
International Business
21%
graduate
21%
human resource management
20%
factor analysis
19%
multinational corporation
18%
business management
18%
business education
18%
management
17%
United Arab Emirates
17%
student
17%
value-orientation
16%
national development
16%
staffing
16%
interaction
15%
burnout
15%
manufacturing
15%
internationalization
15%
nurse
14%
Sri Lanka
14%
customer
13%
economics
12%
Jordan
12%
education
12%
small business
12%
methodology
11%
citizenship
11%
leader
11%
information technology
10%
career advancement
10%
firm
10%
career
9%
evidence
9%
cultural landscape
9%