Knowledge that Transforms

This study of 115 subsidiaries of Fortune 500 companies indicates that a majority had integrated HRM and strategic planning systems within their organizations. HRM issues were explicitly discussed in strategic plans; HRM executives were involved in the planning process as “strategic partners”; and HRM was generally recognized as playing an important role in implementing business strategies. The degree of integration present was not related to short‐run firm performance, however, time lags may be a factor. Implications of these findings are drawn.

This study used a sample of 405 managers and their spouses from twenty Fortune 500 multinational corporations to document the availability of American managers for international assignments. Aside from their spouses' feelings about international relocation, managers' willingness to relocate internationally was also predicted by their own attitudes about moving in general and their willingness to relocate domestically. Implications for human resource policy suggest that corporations must increasingly focus on human resource policies targeted toward the spouse. Results suggested that monitoring managers' intentions to relocate will enhance the organization's ability to adequately staff international sites with experienced managers.

One of the most visible adjustments in company strategies in recent years was the dramatic increase in the level of corporate restructuring activity that took place during the 1980s. Strategic decisions that result in the realignment of firms with their environments are likely to be influenced by the composition of the top management team. This study found that firms experiencing non‐routine executive succession events within the management team subsequently underwent more restructuring activity than did firms without non‐routine executive turnover. These findings suggest that unexpected executive turnovers can significantly alter managerial perspectives within top teams and may thus provide an important mechanism by which firms adapt to their competitive environments.

With data from 12,689 associates of human resource (HR) professionals in 1500 businesses in 109 firms, this research represents an extensive assessment of HR competencies. It extends current HR theory and practice in two ways. First, it proposes specific competencies HR professionals may demonstrate to add value to a business. Second, it offers an empirical assessment of how these competencies affect the performance of HR professionals as perceived by their Associates. The results indicate that when HR professionals demonstrate competencies in business knowledge, delivery of HR, and management of change, then HR professionals are perceived by their associates as more effective.

Contrary to the stereotype that the period between CEOs is a hiatus, interim and acting executives serve during an important strategic window. A model is presented to illustrate the dynamics of short‐term leadership, including the precipitating circumstances for the temporary administration, the tasks of short‐term leadership, and the moderating factors seen to affect the selection and success of the next chief executive. Researchers and practitioners are urged to consider more carefully the potential that a well‐managed interregnum has to repair damage from a traumatic departure, buffer between administrations, and prepare the organization to accept and work with new leadership.