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  <title>EconStor Collection:</title>
  <link rel="alternate" href="https://hdl.handle.net/10419/70926" />
  <subtitle />
  <id>https://hdl.handle.net/10419/70926</id>
  <updated>2026-04-28T15:29:37Z</updated>
  <dc:date>2026-04-28T15:29:37Z</dc:date>
  <entry>
    <title>What do talents want? Work expectations in India, China, and Germany</title>
    <link rel="alternate" href="https://hdl.handle.net/10419/113668" />
    <author>
      <name>Walk, Marlene</name>
    </author>
    <author>
      <name>Schinnenburg, Heike</name>
    </author>
    <author>
      <name>Handy, Femida</name>
    </author>
    <id>https://hdl.handle.net/10419/113668</id>
    <updated>2023-11-24T02:22:13Z</updated>
    <published>2013-01-01T00:00:00Z</published>
    <summary type="text">Title: What do talents want? Work expectations in India, China, and Germany
Authors: Walk, Marlene; Schinnenburg, Heike; Handy, Femida
Abstract: International talent management becomes increasingly important, because companies compete on a global scale for qualified employees. Finding highly educated talent, however, is difficult, especially in the Asia-Pacific region. This research investigates the work expectations of Chinese (N=404), Indian (N=588), and German (N=257) students, the talent group from which companies hope to recruit their future workforce. Incorporating their specific expectations is essential; if these expectations are not met, decreases in job satisfaction, commitment, and performance are likely. Using factor analytic techniques, we develop a scale that reliably measures students' work expectations. A two-factor structure was established and generality was assessed across countries, age, gender, and study level. Findings show that students from all countries share more similarities than cultural differences might predict. Nevertheless the subtleties provide essential insights for international talent management and call for more targeted recruitment and retention strategies.</summary>
    <dc:date>2013-01-01T00:00:00Z</dc:date>
  </entry>
  <entry>
    <title>Productive energy cycles in mentoring relationships: A qualitative investigation</title>
    <link rel="alternate" href="https://hdl.handle.net/10419/113664" />
    <author>
      <name>Liebhart, Ursula</name>
    </author>
    <id>https://hdl.handle.net/10419/113664</id>
    <updated>2023-11-26T02:15:21Z</updated>
    <published>2013-01-01T00:00:00Z</published>
    <summary type="text">Title: Productive energy cycles in mentoring relationships: A qualitative investigation
Authors: Liebhart, Ursula
Abstract: Cross-Company Mentoring is an external form of business mentoring across organizational borders. Thereby it is important that the participants are able to quickly get into a high quality developmental relationship to reap the benefits of the learning opportunities. This paper thus focuses on the influence and impact of an essential power, namely the human energy that emerges and flows between two interactive individuals. Based on a study that provides a unique dyadic and qualitative empirical examination of the development of mentoring relationships, the relationship between the perceived energy level of 13 mentoring tandems and their outcomes are examined. The mentoring tandems are classified into high, medium and low-performing tandems. Similarities and differences between these performance groups as well as same-gender and crossgender tandems are worked out. Suggestions for a reflected and successful development of sustainable relationships are made.</summary>
    <dc:date>2013-01-01T00:00:00Z</dc:date>
  </entry>
  <entry>
    <title>Perceived overqualification and performance: The role of the peer group</title>
    <link rel="alternate" href="https://hdl.handle.net/10419/113670" />
    <author>
      <name>Alfes, Kerstin</name>
    </author>
    <id>https://hdl.handle.net/10419/113670</id>
    <updated>2023-12-04T02:48:11Z</updated>
    <published>2013-01-01T00:00:00Z</published>
    <summary type="text">Title: Perceived overqualification and performance: The role of the peer group
Authors: Alfes, Kerstin
Abstract: Research on the relationship between perceived overqualification and individual performance has examined individual experiences of overqualification in isolation. The present study approaches this relationship in a new light by examining a condition under which perceptions of overqualification lead to higher versus lower performance levels. This condition is the joint perception of overqualification held by one's colleagues. Regression analyses based on data from 780 employees in 62 teams in a service organisation in the United Kingdom reveal that overqualified employees perform better as peer-group perceptions of overqualification increase. Conversely, employees with lower perceptions of overqualification perform worse as peer-group perceptions of overqualification increase. These results indicate that HRM practitioners can avoid negative outcomes of overqualification if they position overqualified individuals within teams, where other employees are also overqualified.</summary>
    <dc:date>2013-01-01T00:00:00Z</dc:date>
  </entry>
  <entry>
    <title>"A brave new (digital) world"? Effects of in-house social media on HRM</title>
    <link rel="alternate" href="https://hdl.handle.net/10419/98181" />
    <author>
      <name>Hauptmann, Stefan</name>
    </author>
    <author>
      <name>Steger, Thomas</name>
    </author>
    <id>https://hdl.handle.net/10419/98181</id>
    <updated>2023-12-05T02:29:58Z</updated>
    <published>2013-01-01T00:00:00Z</published>
    <summary type="text">Title: "A brave new (digital) world"? Effects of in-house social media on HRM
Authors: Hauptmann, Stefan; Steger, Thomas
Abstract: Social media offer many opportunities for organizations but present, at the same time, many challenges, too. Particular attention must be paid to the new patterns of behavior emerging in organizations. We argue that these patterns derive both from the technical characteristics of the virtual environment and also from specific social structural conditions currently emerging. By referring to two case studies, we want to highlight and discuss the implications of these current developments and their opportunities, threats and consequences for Human Resource Management. Our analysis will be supported by theories and research on the reproduction of rules and norms, on the one hand, and on social structural studies about digital natives and Generation Y, on the other. In order to sharpen our argument and to highlight the challenges of social media for human resource management, we propose the concept and notion of a 'parallel world.'</summary>
    <dc:date>2013-01-01T00:00:00Z</dc:date>
  </entry>
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