Browsing by Author "Petrovic, Jelena"

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    Balancing the multiplicity of different international joint venture (IJV) partners' agendas : IJV directors' contribution to board effectiveness
    (Cranfield University, 2006-09) Petrovic, Jelena; Kakabadse, Andrew P.; Kakabadse, Nada K.
    This research examines international joint Venture (IJV) directors' contribution to board effectiveness, utilising a role theoretical framework. The study was prompted by a view that academic debate was limited in its understanding of how directors of IJV boards contribute to board effectiveness whilst balancing the multiplicity of different partners agendas. I particular, the literature review reveals the tendency of the studies of the IJV board director role to describe behaviours that make up a role, at the expense of the actual processes entailed in full filling the role. I addition, the corporate governance (CG) studies have made large inferences from inputs such as board composition to outputs such as board effectiveness, with no direct evidence of the processes that presumably link the inputs to the outputs. Based on the findings from a qualitative exploratory case study of thirteen board directors from three Serbian-foreign joint Ventures based in Serbia, the research proposes _a model that captures the contribution to board effectiveness from a individual IJV board directors perspective. By revealing the actual processes that produce and are affected by IJV board director role outcomes, the study offers a explanation of IJV board director behaviour and opens what has been described as the black box of CG research. The research holds direct implications for role theory, and the IJV and CG literatures. It enhances understanding of IJV board director role, broadens the scope and relevance of role theory beyond the domestic company, extends the study of board director role in the CG literature to IJVs, and contributes to the studies of board dynamics and IJV boards which have been largely under-researched. The research also provides practitioners with a better understanding of the issues and nuances associated with governing of IJVs, as well as knowledge of IJV board director behaviour within the Serbian CG system.
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    International joint venture (IJV) directors contribution to board effectiveness: Learning from the literature
    (Emerald, 2006) Petrovic, Jelena; Kakabadse, Andrew P.; Kakabadse, Nada K.
    This paper provides a comprehensive review of the literature on the governance of international joint ventures (IJVs). Through focusing on IJV boards and top teams, examination of the current debate regarding the IJV director’s contribution to board performance and effectiveness is undertaken and, in so doing, directions for future research are identified. The literature review reveals that little consideration has been paid by researchers to the work of the IJV board and the role and contribution of IJV board directors to board effectiveness. Further, it is concluded that current understanding of IJV board functioning and the ways in which directors of IJV boards contribute to board effectiveness remains incomplete. Apart from highlighting the need for further study into the role and contribution of IJV board directors to board effectiveness, the paper suggests ways in which IJV director contribution and performance could be explored further.
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    Issues Coupled With International Assignments
    (Croner, 2000-06) Petrovic, Jelena
    Last month we presented key findings relating to trends in the usage of new forms of international working and highlighted some of the managerial control issues facing international HR managers. This month, Jelena Petrovic from CReME, looks in more detail at the people and management issues associated with each type of international assignment. These new types of international assignments include short-term, international commuter and frequent flyer assignments. Short-term assignments are defined as an assignment with a specified duration, usually less than one year, where the family may accompany the employee. An international commuter is an employee who commutes from the home country to a place of work in another country, usually on a weekly or bi-weekly basis, while the family remains at home. A frequent flyer is an employee who undertakes frequent international business trips but does not relocate.
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    New forms of international working
    (Cranfield University School of Management, 2000) Petrovic, Jelena; Harris, Hilary; Brewster, Chris
    The new forms of international working have emerged as a result of companies trying to answer the challenges coupled with the expatriate assignments. The alternative forms of the traditional assignment include shortterm, international commuter and frequent flyer assignments. As the number of international assignments continues to increase, and companies are increasingly adopting more flexible approaches to international assignments, it could be assumed that long-term assignments may now form only a small part of the total international workforce. This report represents summary of findings of the survey, and provides the background for the second stage of the research project. The second stage will consist of in-depth case studies in some of the participating companies, looking at the impact of these new developments from both the management and individual's perspective.