IJBI

Abstract Workforce downsizing has become a popular human resource practice in organizations over the last few years. During the economic or financial crisis, most companies take an appropriate measure to implement downsizing strategies in order to optimize cost efficiencies as well as to achieve operational effectiveness. However, more surprisingly, its long term impact on a number of organizational outcomes remains ambiguous. Research on the impact of downsizing is still questionable. Organizations recognize that a stable and effective organization structure and culture must be in place to have a favorable working environment for innovation. To perform daily work, develop innovation and obtain efficiencies, workers’ knowledge must frequently be shared across organizational boundaries. Organizational downsizing is a popular approach amongst managers these days. This paper therefore, aims to review various pitfalls introduced into the organization as a result of the downsizing exercise. This paper attempts to identify both direct and indirect consequences of downsizing to the organization’s ability with the purpose of innovation in the long run.

Abstract Workforce downsizing has become a popular human resource practice in organizations over the last few years. During the economic or financial crisis, most companies take an appropriate measure to implement downsizing strategies in order to optimize cost efficiencies as well as to achieve operational effectiveness. However, more surprisingly, its long term impact on a number of organizational outcomes remains ambiguous. Research on the impact of downsizing is still questionable. Organizations recognize that a stable and effective organization structure and culture must be in place to have a favorable working environment for innovation. To perform daily work, develop innovation and obtain efficiencies, workers’ knowledge must frequently be shared across organizational boundaries. Organizational downsizing is a popular approach amongst managers these days. This paper therefore, aims to review various pitfalls introduced into the organization as a result of the downsizing exercise. This paper attempts to identify both direct and indirect consequences of downsizing to the organization’s ability with the purpose of innovation in the long run.

Abstract Workforce downsizing has become a popular human resource practice in organizations over the last few years. During the economic or financial crisis, most companies take an appropriate measure to implement downsizing strategies in order to optimize cost efficiencies as well as to achieve operational effectiveness. However, more surprisingly, its long term impact on a number of organizational outcomes remains ambiguous. Research on the impact of downsizing is still questionable. Organizations recognize that a stable and effective organization structure and culture must be in place to have a favorable working environment for innovation. To perform daily work, develop innovation and obtain efficiencies, workers’ knowledge must frequently be shared across organizational boundaries. Organizational downsizing is a popular approach amongst managers these days. This paper therefore, aims to review various pitfalls introduced into the organization as a result of the downsizing exercise. This paper attempts to identify both direct and indirect consequences of downsizing to the organization’s ability with the purpose of innovation in the long run.

Abstract Workforce downsizing has become a popular human resource practice in organizations over the last few years. During the economic or financial crisis, most companies take an appropriate measure to implement downsizing strategies in order to optimize cost efficiencies as well as to achieve operational effectiveness. However, more surprisingly, its long term impact on a number of organizational outcomes remains ambiguous. Research on the impact of downsizing is still questionable. Organizations recognize that a stable and effective organization structure and culture must be in place to have a favorable working environment for innovation. To perform daily work, develop innovation and obtain efficiencies, workers’ knowledge must frequently be shared across organizational boundaries. Organizational downsizing is a popular approach amongst managers these days. This paper therefore, aims to review various pitfalls introduced into the organization as a result of the downsizing exercise. This paper attempts to identify both direct and indirect consequences of downsizing to the organization’s ability with the purpose of innovation in the long run.

Abstract Workforce downsizing has become a popular human resource practice in organizations over the last few years. During the economic or financial crisis, most companies take an appropriate measure to implement downsizing strategies in order to optimize cost efficiencies as well as to achieve operational effectiveness. However, more surprisingly, its long term impact on a number of organizational outcomes remains ambiguous. Research on the impact of downsizing is still questionable. Organizations recognize that a stable and effective organization structure and culture must be in place to have a favorable working environment for innovation. To perform daily work, develop innovation and obtain efficiencies, workers’ knowledge must frequently be shared across organizational boundaries. Organizational downsizing is a popular approach amongst managers these days. This paper therefore, aims to review various pitfalls introduced into the organization as a result of the downsizing exercise. This paper attempts to identify both direct and indirect consequences of downsizing to the organization’s ability with the purpose of innovation in the long run.

Abstract This paper seeks to measure the impact of celebrity endorser attributes on Egyptian private university students’ attitude towards advertisements and whether this attitude will lead to their behavioral intention. Quantitative research techniques were used to test consumer responses to celebrity endorsement of donating money and purchasing of products. Celebrity credibility has the most significant relationship with attitude towards the advertisement, in both the for-profit or not-for-profit sector. Celebrity attractiveness has the least contribution to attitude towards the ad, and is insignificant in the not-for-profit context. Finally, attitude towards the advertisement has a weak relationship with purchase and donation intention. This paper builds on previous work in the field, but proposes a comprehensive model for measuring the effect of celebrity attributes in both for-profit and not-for profit sectors in parallel among private university students in Egypt. The sampling decisions and the use of only an actor as a celebrity are the main limitations of the study. Different sampling methods, a different sample group, and using different types of celebrities are recommended for future studies. This paper gives a comprehensive view of celebrity attribute effects, combining attributes mentioned in previous literature and using the most popular attributes to develop the conceptual framework. This framework is applied to two contexts – not-for-profit and for-profit sectors – indicating a comparison of celebrity advertising in the two sectors. This paper also addresses a less explored region – Egypt, making it useful for future reference when addressing the topic in Egypt and the Middle East.

Abstract This paper seeks to measure the impact of celebrity endorser attributes on Egyptian private university students’ attitude towards advertisements and whether this attitude will lead to their behavioral intention. Quantitative research techniques were used to test consumer responses to celebrity endorsement of donating money and purchasing of products. Celebrity credibility has the most significant relationship with attitude towards the advertisement, in both the for-profit or not-for-profit sector. Celebrity attractiveness has the least contribution to attitude towards the ad, and is insignificant in the not-for-profit context. Finally, attitude towards the advertisement has a weak relationship with purchase and donation intention. This paper builds on previous work in the field, but proposes a comprehensive model for measuring the effect of celebrity attributes in both for-profit and not-for profit sectors in parallel among private university students in Egypt. The sampling decisions and the use of only an actor as a celebrity are the main limitations of the study. Different sampling methods, a different sample group, and using different types of celebrities are recommended for future studies. This paper gives a comprehensive view of celebrity attribute effects, combining attributes mentioned in previous literature and using the most popular attributes to develop the conceptual framework. This framework is applied to two contexts – not-for-profit and for-profit sectors – indicating a comparison of celebrity advertising in the two sectors. This paper also addresses a less explored region – Egypt, making it useful for future reference when addressing the topic in Egypt and the Middle East.

Abstract This paper aims to present a conceptual model for a cultural empathy on expatriates‟ job satisfaction mediated by cross-cultural adjustment. The author develops a conceptual model and propositions, grounded in previous study on international human resource, international business management, cross-cultural management and intercultural management. Cultural empathy is one of the multicultural personality dimensions. There are five dimensions of multicultural personality (MPQ), i.e., cultural empathy, open mindedness, social initiative, emotional stability, and flexibility. Moreover, according to previous management scholars, job satisfaction has relatively scant attention in the literature on intercultural management (IM). The proposed model is expected to offer a guideline to the international human resource for selecting the expatriates working outside from their home countries in order for the expatriate‟s effectiveness during overseas assignment.

Abstract This paper aims to present a conceptual model for a cultural empathy on expatriates‟ job satisfaction mediated by cross-cultural adjustment. The author develops a conceptual model and propositions, grounded in previous study on international human resource, international business management, cross-cultural management and intercultural management. Cultural empathy is one of the multicultural personality dimensions. There are five dimensions of multicultural personality (MPQ), i.e., cultural empathy, open mindedness, social initiative, emotional stability, and flexibility. Moreover, according to previous management scholars, job satisfaction has relatively scant attention in the literature on intercultural management (IM). The proposed model is expected to offer a guideline to the international human resource for selecting the expatriates working outside from their home countries in order for the expatriate‟s effectiveness during overseas assignment.

Abstract This paper aims to present a conceptual model for a cultural empathy on expatriates‟ job satisfaction mediated by cross-cultural adjustment. The author develops a conceptual model and propositions, grounded in previous study on international human resource, international business management, cross-cultural management and intercultural management. Cultural empathy is one of the multicultural personality dimensions. There are five dimensions of multicultural personality (MPQ), i.e., cultural empathy, open mindedness, social initiative, emotional stability, and flexibility. Moreover, according to previous management scholars, job satisfaction has relatively scant attention in the literature on intercultural management (IM). The proposed model is expected to offer a guideline to the international human resource for selecting the expatriates working outside from their home countries in order for the expatriate‟s effectiveness during overseas assignment.