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The article presents abstracts on human resources topics which include training and competence development during organizational change, the relationship between discretion and turnover intentions, and the management of resources in the impression management process.

This section presents abstracts of studies on business policy and strategy including "The Contribution of Alliance Networks to Firm Performance: The Case of the U.S. Software Industry," by Dovev Lavie, "The Minimum Assumed Incentive Effect of Executive Share Options," by Brian G. Main, Trevor Buck, Alistair Bruce and Rodio Skovoroda and "Environmental Uncertainty and the Real Options Value of Korean Firms' International Investments," by Seung-Hyun Lee and Mona V. Makhija.

This article presents abstracts of studies on international management. The paper "Regional Strategies for Service Sector Multinationals," examined the intra-regional sales of all 49 multinational enterprises (MNE) in the retail sector. Data is not available for most other service sector MNEs, especially in insurance and banking. Only one of these 49 retail MNEs is global, defined as operating with at least 20 percent of its sales in each part of the triad. The paper "Market Equilibrium, Cartel or Lack of Strategy? Entry Level Compensation in Japanese Firms," examined the determinants of base pay for entry level college graduates in Japanese firms. In a sense, Japanese firms' compensation strategy for college hiring is to behave as a cartel and to minimize wage competition. The paper "A Comparative Analysis of Indian and Chinese Negotiating Behavior," highlighted the similarities and differences between Indian and the Chinese negotiating behavior. While a lot has been written about the Chinese approach to negotiations the literature on Indian negotiating behavior is relatively sparse. This paper attempts to fill this gap in the literature by providing a comparative contrast of the negotiating styles in these countries. The starting premise of the paper is that institutional environments affect the ease with which value is created, sustained or amplified over time.

Research has identified a significant gender pay gap in labor market in many international contexts. However, research on this topic at the executive level is limited outside the US and the UK. This study examined the pay gap between male executives and female executives in Australia using the executive compensation information in major Australian firms in 2011. There are both similarities and differences between Australia and the US. We found that female executives earn less than male executives in Australia, but the size of the gender pay gap is smaller than that in the US. Similar to US findings, part of the gender pay gap is explained by a gender difference in positions held; female executives are particularly underrepresented in highly compensated executive positions. Unlike US studies, we found that female executives are more likely to hold positions in large firms in Australia. We expected that a gender pay gap would lead to higher turnover among female executives, but our analysis offers only a weak support for this prediction. [ABSTRACT FROM AUTHOR]