This book presents the detailed life stories of nine women academics in business faculties throughout North America. Three are in their early careers, three are facing tenure, and three are recognized leaders in their field. Each of the authors presents her story as a set of choices and reveals the alternatives and the decision making process. Many choices are a trade-off between different roles; teacher versus researcher, wife/mother versus professional, researcher versus administrator. Insights are developed and shared with the reader. The women academics in this book represent a wide variety of disciplines, ages, ethnicity, and family makeup. Their paths and insights are different, but their choices are similar, and recurring themes emerge. These are explored by the editors as they tie the stories together and interpret the individual tales. Through reading this book, graduate students and professors alike can get a glimpse into other's struggles and triumphs. They should emerge with specific strategies and a clear idea of the choices that lie ahead. Laypeople who always wondered what academics did with all their free time will get a glimpse into the diversity of responsibilities and opportunities that this profession entails.

Human Resource Management (HRM) plays an important and strategic role in the success of international joint ventures. Based on information collected from progressive, successful international joint ventures involving companies such as Chrysler, Ciba-Geigy, Corning, Mitsubishi, and Siemens, the author delivers chapters rich in verbatim quotations from executives and other joint venture employees. Each chapter concludes with a summary of key points that are a guide for attaining excellence in joint ventures. The book will be of special interest to both managers and scholars who seek a fuller view of HRM in international joint ventures.

Evaluating effective joint ventures, the author considers the subtle people dimensions involved in these operations. A special feature of the book is the treatment of human resource management from the interorganizational viewpoint of parent corporations and the joint venture firm. The author addresses such interesting issues as (1) how parent strategic goals influence HRM in the venture, (2) the importance of HRM operational assignments within the JV management contract, (3) the strengths and limitations of various HRM policies and practices, (4) the role of culture, and (5) organizational learning at strategic and operational levels in each venture. Valuable knowledge into best practices for strategic HRM allows practitioners to enhance their joint venture success.

This book presents the detailed life stories of nine women academics in business faculties throughout North America. Three are in their early careers, three are facing tenure, and three are recognized leaders in their field. Each of the authors presents her story as a set of choices and reveals the alternatives and the decision making process. Many choices are a trade-off between different roles; teacher versus researcher, wife/mother versus professional, researcher versus administrator. Insights are developed and shared with the reader. The women academics in this book represent a wide variety of disciplines, ages, ethnicity, and family makeup. Their paths and insights are different, but their choices are similar, and recurring themes emerge. These are explored by the editors as they tie the stories together and interpret the individual tales. Through reading this book, graduate students and professors alike can get a glimpse into other's struggles and triumphs. They should emerge with specific strategies and a clear idea of the choices that lie ahead. Laypeople who always wondered what academics did with all their free time will get a glimpse into the diversity of responsibilities and opportunities that this profession entails.