Management development and firm performance in Germany, Norway, Spain and the UK

Christopher Mabey

    Research output: Contribution to journalArticle

    17 Citations (Scopus)


    While comparative studies of human resource management (HRM) are relatively plentiful, few have examined the way organisations in different countries train and develop their managers, or the impact of this upon firm performance. Given the centrality of management capability for corporate and national competitive performance, this represents an important area of enquiry. Utilising telephone interview data from the human resource development manager and a line manager in 482 domestic and multinational organisations in four European countries, patterns of management development (MD) are found to differ according to country and, to a lesser extent, by international strategy. However, a significantly greater amount of organisational performance is explained by internal MD strategies adopted by the organisations concerned and the credence accorded these by line managers.
    Original languageEnglish
    Pages (from-to)1327-1342
    Number of pages16
    JournalJournal of International Business Studies
    Issue number8
    Early online date19 Jun 2008
    Publication statusPublished - 1 Dec 2008


    • organisational performance
    • country differences
    • Europe
    • management development


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