Publications by category
Books
Ozbilgin MF, Groutsis D, Harvey WS (eds)(2014). International Human Resource Management. Cambridge, Cambridge University Press.
Journal articles
Harvey WS, Beaverstock JV, Li H (2019). Common threats and managing reputation in executive search firms.
British Journal of Management,
30(4), 847-868.
Abstract:
Common threats and managing reputation in executive search firms
This paper provides important insights into how executive search firms can successfully manage their reputations to overcome major threats to their organisations. The paper focuses on three threats faced by executive search firms: the global financial crisis; questions around the sector’s professional status; and the proliferation of social media for recruitment. Our data show that there was not a single coherent response from firms, but a piecemeal approach that focused on three forms of reputation management. First, diversifying service offerings; second, highlighting their symbolic capital; and third, connecting their firms to clients and candidates through partners. Building on our data and the theoretical literature, we provide a framework for understanding how professional service firms can manage their reputations in response to common threats, based on three categories from the English idiom, ‘keep up with the Joneses’. First, moving away from the Joneses; second, fencing out the Joneses; third, networking more than the Joneses. We provide theoretical and practical insights around how organisations can manage their reputations in response to threats which are common across sectors.
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Mitchell VW, Harvey WS (2018). How preferable and possible is management research-related teaching impact?.
Management LearningAbstract:
How preferable and possible is management research-related teaching impact?
With increasing pressure for management researchers to create impact, we explore the use of research-related teaching in which students act as research translators to create impact. Using the UK’s research excellence framework as an example, we define what research-related teaching might work both for tacit and explicit knowledge and apply Boyer’s scholarship of application and discovery as our pedagogical base to argue for using students as research translators. The paper provokes new thinking on research-related teaching and suggests that ignoring this impact pathway has negative consequences and is a missed opportunity as well as underrepresenting the existing impact of management research.
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Harvey WS, Groutsis D, van den Broek D (2018). Intermediaries and destination reputations: Explaining flows of skilled migration.
Journal of Ethnic and Migration Studies,
44(4), 644-662.
Abstract:
Intermediaries and destination reputations: Explaining flows of skilled migration
Governments have increasingly commercialised their migration services, which has fuelled a mushrooming migration industry creating a ripe context for the central role of migration intermediaries. It is therefore timely to explore the new actors responsible for shaping contemporary flows of skilled migration. Drawing on the work of existing studies and a wide variety of secondary data, we argue that the range of intermediaries who have emerged as a result of the commercialisation process, have been poorly understood in the skilled migration and migration industries literatures. Discussion of these actors sheds important theoretical light on how intermediaries, destination reputations and skilled migration flows intersect. Accordingly, we outline six propositions that identify the interconnected relationship between migration intermediaries, reputation and skilled migration flows.
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Manaf HA, Armstrong S, Lawton A, Harvey WS (2018). Managerial tacit knowledge, individual performance and the moderating role of employee personality.
International Journal of Public AdministrationAbstract:
Managerial tacit knowledge, individual performance and the moderating role of employee personality
This study investigates the relationship between knowledge sharing mechanisms, managerial tacit knowledge, and individual performance in the Malaysian public sector. Moderation effects of employee personality on these variables were also examined. Findings from 308 Malaysian public sector managers suggest that individual performance is influenced by levels of accumulated managerial tacit knowledge, which were moderated by employee personality traits. The findings also show that individual performance has an impact on the effectiveness of knowledge sharing mechanisms.
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Dutt CS, Harvey WS, Shaw G (2018). The missing voices in the perceptions of tourism: the neglect of expatriates.
Tourism Management Perspectives Full text.
Velamuri SR, Harvey WS, Venkataraman S (2017). Being an Ethical Business in a Corrupt Environment.
Harvard Business ReviewAbstract:
Being an Ethical Business in a Corrupt Environment
In environments with widespread corruption, most business leaders hesitate to take a firm stand against corruption. However, research conducted in Egypt, Zimbabwe, and India shows that organizations should view building a strong ethical reputation in such environments as an opportunity to differentiate themselves. To do this, companies can follow four steps. First, frame their ethical behavior in a way that resonates with as wide a network of stakeholders as possible. Second, understand that there are gradations of corruption. Third, acquire a fine-grained understanding of their stakeholders. Fourth, strategically build partnerships with high-status individuals and organizations, a tactic referred to as “reputation borrowing.”
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Harvey WS, Tourky M, Knight E, Kitchen P (2017). Lens or Prism? How organisations sustain multiple and competing reputations.
European Journal of Marketing,
51(4), 821-844.
Abstract:
Lens or Prism? How organisations sustain multiple and competing reputations
Purpose (mandatory)
This paper challenges singular definitions, measurements and applications of corporate reputation which tend to be reductionist. We rebuff such narrow representations of reputation by showing the multiplicity of reputation in the case of a global management consulting firm and demonstrate how it has sustained such reputations.
Design/methodology/approach (mandatory)
Using a large cross-country qualitative case study based on interviews, focus groups, non- participant observations, workshops and a fieldwork diary, dimensions of reputation are highlighted by drawing on perceptions from multiple stakeholder groups in different geographies.
Findings (mandatory)
We find significant differences in perceptions of reputation between and within stakeholder groups, with perceptions changing across dimensions and geographies.
Originality/value (mandatory)
The theoretical implications of the research indicate a plurality of extant reputations, suggesting that a prism is more suited to representing corporate reputation than a singular lens-like focus which is too narrow to constitute reputation. This paper offers theoretical and practical suggestions for how global firms can build and sustain multiple and competing corporate reputations.
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Harvey WS, Morris T, Müller Santos M (2017). Reputation and identity conflict in management consulting.
Human Relations,
70(1), 92-118.
Abstract:
Reputation and identity conflict in management consulting.
Based on a case study of a large consulting firm, this paper makes two contributions to the literature on reputation and identity by examining how an organization responds when its identity is substantially misaligned with the experience and perceptions of external stakeholders that form the basis of reputational judgments. First, rather than triggering some form of identity adaptation, it outlines how other forms of identity can come into play to remediate this gap, buffering the organization’s identity from change. This shift to other individual identities is facilitated by a low organizational identity context even when the identity of the firm is coherent and strong. The second contribution concerns the conceptualization of consulting and other professional service firms. We explain how reputation and identity interact in the context of the distinctive organizational features of these firms. Notably, their loosely coupled structure and the central importance of expert knowledge claims enable individual consultants both to reinforce and supplement corporate reputation via individual identity work.
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Velamuri R, Venkataraman S, Harvey WS (2017). Seizing the Ethical High Ground: Ethical Reputation Building in Corrupt Environments.
Journal of Management Studies,
54(5), 647-675.
Abstract:
Seizing the Ethical High Ground: Ethical Reputation Building in Corrupt Environments
We study how ethical behavior by firms leads to ethical reputation building. Based on our in-depth studies of two firms in India and Zimbabwe that resisted corruption and survived for extended time periods, we propose that in addition to behaving ethically, firms need to elicit favorable responses from a critical mass of stakeholders from both strong and weak tie networks in order for their ethical reputations to diffuse quickly and widely. We find that the strength of stakeholder responses to ethical behavior is moderated by firm level and contextual factors: high status affiliations, industry characteristics, the nature of corruption resisted, the presence of a plural press, the potential for collective action, and the presence of an independent judiciary. These antecedents also influence the pattern of stakeholder resource commitments that firms are able to enjoy as a result of having built ethical reputations.
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Harvey WS (2016). Winning the global talent war: a policy perspective.
Journal of Chinese Human Resource Management,
5(1), 62-74.
Abstract:
Winning the global talent war: a policy perspective.
Purpose – the purpose of this article was to discuss the phenomenon of international talent mobility and competition in relation to China’s engagement in the “talent war” for attracting, retaining and managing global talents, from a policy perspective.
Design/methodology/approach – the author adopts an approach combining literature review and international comparative analysis.
Findings – Factors explaining global talent mobility have been predominantly economic. This paper argues that China should also focus on other critical non-economic aspects for attracting and retaining talents in the long-term. The Chinese Government may learn from the experience of other competing countries in developing a national strategy for attracting and retaining global talents. While China has an advantage in attracting overseas Chinese who are attached to its cultural roots and are other competing countries’ residents or citizens, its existing talent policy may not be able to create effective local and institutional environment in attracting and retaining needed talents. Practical implications – an attractive policy is key to winning the global talent war and determining the future development path of a nation. The talent policy at a national level should address not only economic factors but also personal, professional and institutional factors. Originality/value – Winning the global talent war is a policy competition among countries. The Chinese Government may succeed in the war for talent by adopting a multi-pronged, multi-level and long-term talent strategy. This paper calls for China to reconsider its recent reform on permanent residence (green card) policy reform from a global talent competition perspective.
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van den Broek D, Harvey W, Groutsis D (2015). Commercial migration intermediaries and the segmentation of skilled migrant employment.
Work, Employment and Society,
30(3), 523-534.
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Knight E, Harvey W (2015). Managing exploration and exploitation paradoxes in creative organisations.
Management Decision,
53(4), 809-827.
Abstract:
Managing exploration and exploitation paradoxes in creative organisations
© Emerald Group Publishing Limited. Purpose – the purpose of this paper is to address the paradox that individuals face in seeking to both generate new ideas and be committed to delivering standardised processes in a creative industry. The authors explore this tension in order to better understand how synergistic benefits are reaped at the intersection of these competing demands. Design/methodology/approach – the paper adopts a longitudinal case study approach inside a global media organisation in the creative industries sector. Data derived from participant observations, manager interviews, administered survey instruments, and archival documentation. Findings – the authors find that creative organisations experience explore/exploit paradoxes which are nested at three levels: knowledge, learning and motivation. Further, the authors find that managers are able to respond to competing tensions through organisational processes that allow differentiation/ integration simultaneously. These management responses are supported and sustained by both structural and contextual organisational forms. Originality/value – First, the authors provide a clearer theoretical explanation of paradox in creative organisations by accounting for competing demands to explore and exploit through nested tensions. Second, the authors extend the understanding of management responses to these paradox by showing how managers balance both demands simultaneously rather than cumulatively over time, thereby offering insight into how managers behave over time. Third, the authors outline the supporting role of organisational form in sustaining management responses within creative organisations at the same time in order to reap synergistic benefits.
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Harvey WS, Groutsis D (2015). Reputation and talent mobility in the Asia Pacific.
Asia Pacific Journal of Human Resources,
53(1), 22-40.
Abstract:
Reputation and talent mobility in the Asia Pacific
© 2014 Australian Human Resources Institute. This paper argues that different forms of reputation are important for the attraction and retention of talent. Drawing upon the skilled migration literature as well as examples from national governments, supranational organisations and the mass media, we provide a typology that highlights the intersections between reputation and talent mobility. We provide three important contributions. First, we illustrate that reputation plays a central role in the global competition for talent. Second, we highlight that the reputations of countries affect the attraction and retention of top workers. Third, we show that global talent is not only influenced by country reputation but also produces reputations which manifest at the individual level through the inflow and outflow of talent. These contributions shed new theoretical and practical insights on the importance and impact of reputation for talent mobility.
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Groutsis D, van den Broek D, Harvey WS (2015). Transformations in Network Governance: the Case of Migration Intermediaries.
Journal of Ethnic and Migration Studies,
41(10), 1558-1576.
Abstract:
Transformations in Network Governance: the Case of Migration Intermediaries
Market liberalisation has fundamentally changed state interventions in the supply of services and supportive infrastructure across a range of public services. While this trend has been relatively well documented, there has been a dearth of research into the changing nature of state interventions in migration and mobility. Indeed the increasing presence of migration intermediaries to service the many and varied needs of migrant workers, particularly skilled migrants, remains significantly under-researched both theoretically and empirically. In providing an analysis of the location, role and changing nature of migration intermediaries, we highlight the implications of commercially-driven governance structures. In particular we suggest that the shift from government to network governance has important implications for skilled migration including: inequities in access to information regarding the process of migration and labour market integration; and, greater dependence on (largely unregulated) private intermediaries. Accordingly, we present empirical examples of migration intermediaries to illustrate their role and the relationship with and implications of their exchange with migrants.
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Harvey WS, Parry S, Vorbach P (2014). Managing Leadership and Cultural Change at Beak and Johnston: a Work in Progress.
Global Business and Organizational Excellence,
33(6), 43-50.
Abstract:
Managing Leadership and Cultural Change at Beak and Johnston: a Work in Progress.
As it strives to attain its goal of becoming an AUD$1 billion company by 2020, Beak and Johnston (B&J), a family-owned food processing business based in Sydney, Australia, has embarked on a transformative leadership and cultural enhancement process. The company’s founder and CEO, David Beak, is trying to improve the capabilities of his senior strategy team while stepping back from the business. To that end, the company has adopted a leadership development approach with an eye on succession planning in which workers at all levels are encouraged to speak openly. It also is fostering cultural change with a less hierarchical organizational structure in which factory managers are empowered with greater levels of responsibility and accountability. The insights revealed in this candid snapshot of an organization in transition offer valuable lessons on the essential elements of an effective change effort.
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Harvey WS (2013). Victory can be yours in the global war for talent.
Human Resource Management International Digest,
21(1), 37-40.
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Harvey W (2013). Victory can be yours in the global war for talent: Social factors and lifestyle help to attract top employees.
Human Resource Management International Digest,
21(1), 37-40.
Abstract:
Victory can be yours in the global war for talent: Social factors and lifestyle help to attract top employees
Purpose: This paper aims to provide a critical overview of the significant and growing challenges that countries and organizations face with attracting and retaining foreign talent. Design/methodology/approach: the paper analyzes information from academia, business and the media on the challenges for countries and companies in winning the war for foreign talent. Findings: the paper shows that governments and companies need to engage with foreign professionals at an early stage in their careers in order to reap the benefits of their human capital in the long term. Practical implications: the paper reveals how organizations and whole regions can benefit from attracting foreign talent. Social implications: the paper emphasizes that organizations need to look beyond the traditional economic incentives of career opportunities and salaries to other social and lifestyle factors outside the workplace. Originality/value: the paper highlights the growing competition for foreign talent, which is a zero-sum game between countries and companies. The winners will be those who recognize the importance of foreign talent at all stages of a country's economic cycle, those who invest in this invaluable resource earlier, as well those who recognize the value of economic and non-economic incentives. © Emerald Group Publishing Limited.
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Harvey WS (2012). Brain circulation to the UK? Knowledge and investment flows from highly skilled British expatriates in Vancouver.
Journal of Management Development,
31(2), 173-186.
Abstract:
Brain circulation to the UK? Knowledge and investment flows from highly skilled British expatriates in Vancouver.
Purpose – This paper seeks to address two research questions: first, to what extent do highly skilled migrants intend to make personal business and financial investments in their home countries, and second, what factors influence them to invest in their home countries? Design/methodology/approach – the results are based on face-to-face and telephone interviews which took place between September, 2008 and March, 2009 with 64 highly skilled British migrants working in Vancouver, Canada. Respondents were asked a combination of open- and closed-ended questions.
Findings – the results of this study find that the vast majority of respondents are not investing in or intending to return to their home country, which indicates that they contributing to brain circulation in a limited extent.
Practical implications – the paper argues that governments and organisations in the home country can play an important role in facilitating brain circulation in Europe.
Originality/value – Much of the academic literature suggests that the brain drain has now transformed into brain gain. The findings of this study do not support this shift because most of the sample of British expatriates in Vancouver are not intending to invest in or return to Europe. This is significant because highly skilled migrants could be better utilised as resources by European governments and organisations.
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Harvey W (2012). Labour market experiences of skilled British migrants in Vancouver.
Employee Relations,
34(6), 658-669.
Abstract:
Labour market experiences of skilled British migrants in Vancouver
Purpose – the purpose of this paper is to explore the labour market experiences of highly
skilled migrants from developed countries who are not linguistic or visible minorities in the host
country.
Design/methodology/approach – the results of the paper derive from interviews with 64 highly
skilled British migrants in Vancouver. Participants were asked open-end and closed-ended questions
and the data from the interviews were coded and analysed manually.
Findings – British migrants were divided with their labour market outcomes. Some cited positive
experiences such as better responsibility, treatment and salary, while others cited negative experiences
such as having to re-accredit, unduly proving themselves to their employers and not having their
international experience recognised.
Research limitations/implications – the results are particular to a single case study, hence they
cannot be generalised or taken to represent the experiences of all British skilled migrants in
Vancouver.
Practical implications – Governments and organisations should ensure that they fulfil any
promises they make to highly skilled migrants before the migration process and manage their
expectations. Otherwise they face problems with brain waste and migrant retention in the short term
and attracting foreign talent in the long term. They should also consider taking a more flexible
approach to recognising foreign qualifications, skills and international experience.
Originality/value – the paper adds to our understanding of migrant groups from countries who
share similar social and cultural characteristics to the host population. The paper shows that labour
market integration challenges are not exclusive to low skilled visible minority migrants, but also to
highly skilled migrants who speak the same first language and have the same skin colour as the
majority of the host population.
Keywords Canada, Migrant workers, Skills, Qualifications, Expatriates, Labour market,
Highly skilled migrants, Integration, Work
Paper type Research paper
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Harvey WS, Groutsis D (2012). Skilled migrants in the Middle East: definitions, mobility and integration.
International Journal of Business and Globalisation,
8(4), 438-453.
Abstract:
Skilled migrants in the Middle East: definitions, mobility and integration.
This paper focuses on skilled migrants moving to and integrating in the Middle East. We provide a series of factors to help conceptualise this heterogeneous group. The paper looks at various types of skilled migration, mobility and integration as well as the challenges that individual migrants have faced. We argue that when thinking about migration and integration, it is important to appreciate multiple scales of analysis. We also highlight that although skilled migrants have confronted a number of migration and integration barriers, many have also experienced additional challenges on the basis of their identity.
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Harvey W (2011). British and Indian scientists moving to the U.S.
Work and Occupations: an international sociological journal,
38(1), 68-100.
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Harvey WS (2011). How do University of Oxford students form reputations of companies?. Regional Insights, 2, 12-13.
Harvey WS (2011). Strategies for conducting elite interviews.
Qualitative Research,
11(4), 431-441.
Abstract:
Strategies for conducting elite interviews
This article addresses some strategies for conducting elite interviews. It draws upon material from a significant number of interviews that the author has conducted with this group in a variety of economic sectors and countries, as well as from the social sciences literature on elites. The aim of the article is to provide insights into the particularities of interviewing elites for those new to researching this group. In particular, it focuses on gaining trust and gauging the tone of the interview, how to present oneself during the interview, asking open- and closed-questions, the appropriate length of an interview, whether to record the conversation, coping with difficult scenarios, asking awkward questions, managing respondents who do not answer the question, keeping respondents interested in the interview and finally gaining feedback from respondents.
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Harvey WS (2010). Methodological Approaches for Interviewing Elites.
Geography Compass,
4(3), 193-205.
Abstract:
Methodological Approaches for Interviewing Elites
This paper explores some of the methodological strategies for interviewing elites. The focus is on researching elite members, preparing for interviews and gaining access, as well as the associated power relationships. Examples are drawn from across the social sciences and from the author’s doctoral and postdoctoral work with over one hundred members of business elites. It is argued that researchers should be more attentive towards the following three areas. First, providing flexi- bility when designing research projects and conducting interviews. Second, ensuring transparency when communicating with elite members. Third, maintaining good etiquette with all participants to ensure the highest professional standards. The overall aim of the paper is to provide an introduction for those who are new to the field of interviewing elite subjects.
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Harvey W (2009). British and Indian scientists in the U.S. considering returning to their home countries.
Population, Space and Place,
15(6), 493-508.
DOI.
Harvey WS (2008). Brain circulation?. British and Indian scientists in Boston, Massachusetts, USA.
Asian Population Studies,
4(3), 293-309.
Abstract:
Brain circulation?. British and Indian scientists in Boston, Massachusetts, USA.
This article argues that despite the growing emphasis on brain circulation, most British and Indian scientists working in Boston, Massachusetts, USA are still contributing to a brain drain in their home countries. I show that although the majority of respondents have regular, albeit different kinds of business contacts with their home countries, this has yet to translate into significant personal investments. Although most British and Indian scientists do not forge social contacts with professionals in their home countries, I suggest that such links could help induce investment in the UK and India in the future.
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Harvey WS (2008). British and Indian expatriate scientists finding jobs in Boston.
Global Networks: a Journal of Transnational Affairs,
8(4), 453-473.
Abstract:
British and Indian expatriate scientists finding jobs in Boston.
In this article I analyse the different social networks that British and Indian scientists use to obtain job information in the pharmaceutical and biotechnology sector around Boston, Massachusetts. I argue that individuals’ social networks are critical in helping highly skilled migrants find jobs. The research finds that British and Indian scientists use both strong and weak ties to obtain jobs and there is no significant difference between senior and junior workers in terms of whether they relied on strong or weak ties. I argue, nonetheless, that the terms strong ties and weak ties are problematic because they are not clearly understood or mutually exclusive.
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Harvey WS (2008). Strong or weak ties? British and Indian expatriate scientists finding jobs in Boston.
GLOBAL NETWORKS-A JOURNAL OF TRANSNATIONAL AFFAIRS,
8(4), 453-473.
Author URL.
DOI.
Harvey W (2008). The social networks of British and Indian expatriate scientists in Boston.
Geoforum, 1756-1765.
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Chapters
Beaverstock JV, Harvey WS (2018). The internationalization and localization of professional services: the case of executive search firms in Australia. In Cook G, Johns J, McDonald F, Beaverstock JV, Taylor NP (Eds.)
The Routledge Companion to the Geography of International Business, Abingdon, UK: Routledge, 564-577.
Full text.
Harvey WS, Beaverstock JV (2017). Diverging experiences of work and social networks abroad: Highly-skilled British migrants in Singapore, Vancouver and Boston. In van Riemsdijk M, Wang Q (Eds.)
Rethinking International Skilled Migration: a Place-Based and Spatial Perspective, Abingdon: Routledge.
Abstract:
Diverging experiences of work and social networks abroad: Highly-skilled British migrants in Singapore, Vancouver and Boston.
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Abdul Manaf H, Harvey WS (2017). Sharing ManagerialTacit Knowledge: a Case Study of Managers Working in Malaysia’s Local Government. In Jaziri-Bouagina D, Jamil GL (Eds.)
Handbook of Research on Tacit Knowledge Management for Organizational Success, Hershey, PA: IGI, 335-363.
Abstract:
Sharing ManagerialTacit Knowledge: a Case Study of Managers Working in Malaysia’s Local Government
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Finlayson D, Harvey WS (2016). The Importance of Followership and Reputation in an HR consulting firm. In Koonce R, Bligh M, Carsten M, Hurwitz M (Eds.)
Followership in Action: Cases and Commentaries, Bingley, UK: Emerald Group Publishing Ltd.
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Mitchell VW, Harvey WS (2015). Corporate brand: Professional service firms. In (Ed)
Corporate Branding: Areas, Arenas and Approaches, 130-148.
DOI.
Mitchell VW, Harvey WS (2015). Corporate reputation in professional service firms. In Melewar TC (Ed)
Corporate branding: areas, arenas and approaches.
Abstract:
Corporate reputation in professional service firms.
Abstract.
Harvey WS (2015). Leadership, cultural and performance change in MeatPack. In Lattimore S, McShane A, Travaglione MO, Travaglione T (Eds.) Organisational Behaviour on the Pacific Rim, New York: McGraw-Hill.
Harvey WS, Mitchell VW (2015). Marketing and reputation within professional service firms. In Empston L, Muzio D, Broschak JP, Hinings B (Eds.)
The Oxford Handbook of Professional Service Firms, Oxford: Oxford University Press, 279-303.
Abstract:
Marketing and reputation within professional service firms
Abstract.
Ozbilgin MF, Groutsis D, Harvey WS (2014). Conclusion to international human resource management. In Ozbilgin MF, Groutsis D, Harvey WS (Eds.) , Cambridge: Cambridge University Press, 236-243.
Harvey WS (2014). Defining and connecting CSR, reputation, image, identity, brand, legitimacy, status and diversity. In Karatas-Ozkan M, Nicolopoulou K, Ozbiligin MF (Eds.) Corporate Social Responsibility and Human Resource Management: a Diversity Perspective, Cheltenham: Edward Elgar, 31-50.
Ozbilgin MF, Groutsis D, Harvey WS (2014). Introduction: a multilevel approach to international human resource management. In (Ed) , Cambridge University Press, 1-5.
Harvey WS (2014). Reputation in the international context. In Ozbilgin MF, Groutsis D, Harvey WS (Eds.)
, Cambridge: Cambridge University Press, 165-178.
Abstract:
Reputation in the international context.
Abstract.
Harvey WS, Morris T, Smets M (2013). Corporate reputation: definitions and dimensions. In Vaagt CH, Association IB (Eds.) Law Firm Strategies for the 21st Century, Globe Law and Business, 223-233.
Harvey WS, Morris T (2012). A labor of love? Understanding reputation formation within the labour market. In Barnett ML, Pollock TG (Eds.)
The Oxford Handbook of Corporate Reputation, Oxford: Oxford University Press, 341-360.
Abstract:
A labor of love? Understanding reputation formation within the labour market
Abstract.
Harvey WS (2011). Immigration and emigration decisions among highly skilled British expatriates in Vancouver. In Nicolopoulou K, Karata-Ozkan M, Tatli A (Eds.)
Global Knowledge Work, Edward Elgar Publishing, 33-56.
Abstract:
Immigration and emigration decisions among highly skilled British expatriates in Vancouver.
Abstract.
Conferences
Harvey WS, Morris T (2017). Changing organisational reputation in management consulting. 2nd Interdisciplinary Perspectives on Leadership Symposium.
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Harvey WS, Morris T (2017). Changing organizational reputation in management consulting. 77th Academy of Management (AoM) Annual Meeting.
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Li H, Harvey WS (2017). Reputation and identity conflict between a CEO and multiple stakeholders of an elite Chinese financial services company. 2nd Interdisciplinary Perspectives on Leadership Symposium.
Osman S, Harvey WS (2016). Aligning individual and organisational values to build organisational reputation. 30th British Academy of Management (BAM).
Harvey WS, Sealy R (2016). Building HR's reputation. Chartered Institute for Personnel Development (CIPD) Conference.
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Harvey WS, Beaverstock JV (2016). Experts managing diversification: Reputation threat and change in retained executive search. 32nd European Group of Organization Studies (EGOS).
Li H, Harvey WS (2016). Leading, knowing and growing from a Wu Wei perspective: a study of logistics SMEs in Shanghai, China. 30th British Academy of Management (BAM).
Li H, Harvey WS (2016). Multiple identities and the silent power of Taoist ethics in Chinese SMEs: a leadership perspective. 32nd European Group of Organization Studies (EGOS).
Osman S, Harvey WS (2015). Building corporate reputation through organisational values: a case study in Malaysia. 29th British Academy of Management (BAM).
Harvey WS, Spee AP (2015). Disclosing and sharing qualitative fieldwork practices: challenges and opportunities. 7th Academy of Management.
Harvey WS, Groutsis D, van den Broek D (2015). Exploring the impact of skilled migrant intermediaries on reputation. 31st European Group of Organization Studies (EGOS).
Harvey WS, Coslor E, Groutsis D, van den Broek D, Beaverstock JV (2015). Mobility and Organizing in the Global and Local: the space of creation and constraint within, between and beyond organizations. European Group of Organizational Studies (EGOS) and Asia-Pacific Researchers in Organisation Studies (APROS).
Harvey WS, Morris T, Mueller Santos M (2015). Responding to identity and reputation dissonance in a management consulting firm. Academy of Management Proceedings. 6th - 12th Aug 2015.
Abstract:
Responding to identity and reputation dissonance in a management consulting firm
Abstract.
Harvey WS, Morris T, Mueller Santos M (2015). Responding to identity and reputation dissonance in a management consulting firm. 75th Academy of Management (AoM).
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Harvey WS, Tourky M, Knight E (2015). The janus faces of organizations: building multiple corporate reputations. 20th International Conference on Corporate Marketing and Communications.
Harvey WS, van den Broek D, Groutsis D (2015). The opaque role of skilled migrant intermediaries on reputation. Royal Geographic Society- Institute of British Geographers (RGS-IBG).
Harvey WS, Beaverstock JV (2015). The reputation strategies of executive search firms in Sydney, Australia. 4th Global Conference on Economic Geography (GCEG).
Harvey WS, Morris T, Muller Santon M (2014). Exploring how different forms of reputation interact in a global management consulting firm. 30th European Group for Organization Studies (EGOS).
Harvey WS (2014). Switching jobs and social networks: Highly skilled British migrants in Vancouver, Canada. 14th European Academy of Management (EURAM).
Groutsis D, van den Broek D, Harvey WS (2013). Conceptualising Migration Intermediaries: Network governance and skilled migration. European Academy of Management Annual (EURAM) Annual Meeting.
Harvey WS, Morris T, Mueller Santos M (2013). Learning to build global reputations: the case of an emerging strategy consultancy firm. Academy of Marketing Science 16th World Marketing Congress.
Harvey WS, Spee AP (2013). Managing qualitative fieldwork practices: opportunities and challenges. 73rd Academy of Management (AoM) Annual Meeting.
Spee AP, Harvey WS (2013). Promoting transparent fieldwork practices. Asia-Pacific Researchers in Organisation Studies (APROS).
Groutsis D, van den Broek D, Harvey WS (2013). Strategic Alliances Enabling the Migration and Integration Process: Conceptualising Migration Intermediaries. Association of Industrial Relations Academics of Australia and New Zealand (AIRAANZ) Annual Conference.
Harvey WS, Groutsis D (2013). The role of intermediaries in the production of the skilled migration labour market. European Academy of Management (EURAM) Annual Meeting.
Harvey WS, Groutsis D, van den Broek D (2012). Defining the expanding role of intermediaries in the skilled migration labour market. 28th European Group for Organizational Studies (EGOS).
Harvey WS (2012). Managing Fieldwork Challenges within a Professional Service Firm. Academy of International Business (AIB) Annual Meeting.
Harvey WS, Morris T (2011). How are Reputation and Quality Built within Management Consultancy Firms?. 71st Academy of Management (AoM) Annual Meeting.
Harvey WS, Morris T (2011). Single reputation or multiple reputations? the case of a global management consultancy organization. European Group of Organizational Studies (EGOS).
Publications by year
2019
Harvey WS, Beaverstock JV, Li H (2019). Common threats and managing reputation in executive search firms.
British Journal of Management,
30(4), 847-868.
Abstract:
Common threats and managing reputation in executive search firms
This paper provides important insights into how executive search firms can successfully manage their reputations to overcome major threats to their organisations. The paper focuses on three threats faced by executive search firms: the global financial crisis; questions around the sector’s professional status; and the proliferation of social media for recruitment. Our data show that there was not a single coherent response from firms, but a piecemeal approach that focused on three forms of reputation management. First, diversifying service offerings; second, highlighting their symbolic capital; and third, connecting their firms to clients and candidates through partners. Building on our data and the theoretical literature, we provide a framework for understanding how professional service firms can manage their reputations in response to common threats, based on three categories from the English idiom, ‘keep up with the Joneses’. First, moving away from the Joneses; second, fencing out the Joneses; third, networking more than the Joneses. We provide theoretical and practical insights around how organisations can manage their reputations in response to threats which are common across sectors.
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2018
Mitchell VW, Harvey WS (2018). How preferable and possible is management research-related teaching impact?.
Management LearningAbstract:
How preferable and possible is management research-related teaching impact?
With increasing pressure for management researchers to create impact, we explore the use of research-related teaching in which students act as research translators to create impact. Using the UK’s research excellence framework as an example, we define what research-related teaching might work both for tacit and explicit knowledge and apply Boyer’s scholarship of application and discovery as our pedagogical base to argue for using students as research translators. The paper provokes new thinking on research-related teaching and suggests that ignoring this impact pathway has negative consequences and is a missed opportunity as well as underrepresenting the existing impact of management research.
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Harvey WS, Groutsis D, van den Broek D (2018). Intermediaries and destination reputations: Explaining flows of skilled migration.
Journal of Ethnic and Migration Studies,
44(4), 644-662.
Abstract:
Intermediaries and destination reputations: Explaining flows of skilled migration
Governments have increasingly commercialised their migration services, which has fuelled a mushrooming migration industry creating a ripe context for the central role of migration intermediaries. It is therefore timely to explore the new actors responsible for shaping contemporary flows of skilled migration. Drawing on the work of existing studies and a wide variety of secondary data, we argue that the range of intermediaries who have emerged as a result of the commercialisation process, have been poorly understood in the skilled migration and migration industries literatures. Discussion of these actors sheds important theoretical light on how intermediaries, destination reputations and skilled migration flows intersect. Accordingly, we outline six propositions that identify the interconnected relationship between migration intermediaries, reputation and skilled migration flows.
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Manaf HA, Armstrong S, Lawton A, Harvey WS (2018). Managerial tacit knowledge, individual performance and the moderating role of employee personality.
International Journal of Public AdministrationAbstract:
Managerial tacit knowledge, individual performance and the moderating role of employee personality
This study investigates the relationship between knowledge sharing mechanisms, managerial tacit knowledge, and individual performance in the Malaysian public sector. Moderation effects of employee personality on these variables were also examined. Findings from 308 Malaysian public sector managers suggest that individual performance is influenced by levels of accumulated managerial tacit knowledge, which were moderated by employee personality traits. The findings also show that individual performance has an impact on the effectiveness of knowledge sharing mechanisms.
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Beaverstock JV, Harvey WS (2018). The internationalization and localization of professional services: the case of executive search firms in Australia. In Cook G, Johns J, McDonald F, Beaverstock JV, Taylor NP (Eds.)
The Routledge Companion to the Geography of International Business, Abingdon, UK: Routledge, 564-577.
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Dutt CS, Harvey WS, Shaw G (2018). The missing voices in the perceptions of tourism: the neglect of expatriates.
Tourism Management Perspectives Full text.
2017
Velamuri SR, Harvey WS, Venkataraman S (2017). Being an Ethical Business in a Corrupt Environment.
Harvard Business ReviewAbstract:
Being an Ethical Business in a Corrupt Environment
In environments with widespread corruption, most business leaders hesitate to take a firm stand against corruption. However, research conducted in Egypt, Zimbabwe, and India shows that organizations should view building a strong ethical reputation in such environments as an opportunity to differentiate themselves. To do this, companies can follow four steps. First, frame their ethical behavior in a way that resonates with as wide a network of stakeholders as possible. Second, understand that there are gradations of corruption. Third, acquire a fine-grained understanding of their stakeholders. Fourth, strategically build partnerships with high-status individuals and organizations, a tactic referred to as “reputation borrowing.”
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Harvey WS, Morris T (2017). Changing organisational reputation in management consulting. 2nd Interdisciplinary Perspectives on Leadership Symposium.
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Harvey WS, Morris T (2017). Changing organizational reputation in management consulting. 77th Academy of Management (AoM) Annual Meeting.
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Harvey WS, Beaverstock JV (2017). Diverging experiences of work and social networks abroad: Highly-skilled British migrants in Singapore, Vancouver and Boston. In van Riemsdijk M, Wang Q (Eds.)
Rethinking International Skilled Migration: a Place-Based and Spatial Perspective, Abingdon: Routledge.
Abstract:
Diverging experiences of work and social networks abroad: Highly-skilled British migrants in Singapore, Vancouver and Boston.
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Harvey WS, Tourky M, Knight E, Kitchen P (2017). Lens or Prism? How organisations sustain multiple and competing reputations.
European Journal of Marketing,
51(4), 821-844.
Abstract:
Lens or Prism? How organisations sustain multiple and competing reputations
Purpose (mandatory)
This paper challenges singular definitions, measurements and applications of corporate reputation which tend to be reductionist. We rebuff such narrow representations of reputation by showing the multiplicity of reputation in the case of a global management consulting firm and demonstrate how it has sustained such reputations.
Design/methodology/approach (mandatory)
Using a large cross-country qualitative case study based on interviews, focus groups, non- participant observations, workshops and a fieldwork diary, dimensions of reputation are highlighted by drawing on perceptions from multiple stakeholder groups in different geographies.
Findings (mandatory)
We find significant differences in perceptions of reputation between and within stakeholder groups, with perceptions changing across dimensions and geographies.
Originality/value (mandatory)
The theoretical implications of the research indicate a plurality of extant reputations, suggesting that a prism is more suited to representing corporate reputation than a singular lens-like focus which is too narrow to constitute reputation. This paper offers theoretical and practical suggestions for how global firms can build and sustain multiple and competing corporate reputations.
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Li H, Harvey WS (2017). Reputation and identity conflict between a CEO and multiple stakeholders of an elite Chinese financial services company. 2nd Interdisciplinary Perspectives on Leadership Symposium.
Harvey WS, Morris T, Müller Santos M (2017). Reputation and identity conflict in management consulting.
Human Relations,
70(1), 92-118.
Abstract:
Reputation and identity conflict in management consulting.
Based on a case study of a large consulting firm, this paper makes two contributions to the literature on reputation and identity by examining how an organization responds when its identity is substantially misaligned with the experience and perceptions of external stakeholders that form the basis of reputational judgments. First, rather than triggering some form of identity adaptation, it outlines how other forms of identity can come into play to remediate this gap, buffering the organization’s identity from change. This shift to other individual identities is facilitated by a low organizational identity context even when the identity of the firm is coherent and strong. The second contribution concerns the conceptualization of consulting and other professional service firms. We explain how reputation and identity interact in the context of the distinctive organizational features of these firms. Notably, their loosely coupled structure and the central importance of expert knowledge claims enable individual consultants both to reinforce and supplement corporate reputation via individual identity work.
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Velamuri R, Venkataraman S, Harvey WS (2017). Seizing the Ethical High Ground: Ethical Reputation Building in Corrupt Environments.
Journal of Management Studies,
54(5), 647-675.
Abstract:
Seizing the Ethical High Ground: Ethical Reputation Building in Corrupt Environments
We study how ethical behavior by firms leads to ethical reputation building. Based on our in-depth studies of two firms in India and Zimbabwe that resisted corruption and survived for extended time periods, we propose that in addition to behaving ethically, firms need to elicit favorable responses from a critical mass of stakeholders from both strong and weak tie networks in order for their ethical reputations to diffuse quickly and widely. We find that the strength of stakeholder responses to ethical behavior is moderated by firm level and contextual factors: high status affiliations, industry characteristics, the nature of corruption resisted, the presence of a plural press, the potential for collective action, and the presence of an independent judiciary. These antecedents also influence the pattern of stakeholder resource commitments that firms are able to enjoy as a result of having built ethical reputations.
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Abdul Manaf H, Harvey WS (2017). Sharing ManagerialTacit Knowledge: a Case Study of Managers Working in Malaysia’s Local Government. In Jaziri-Bouagina D, Jamil GL (Eds.)
Handbook of Research on Tacit Knowledge Management for Organizational Success, Hershey, PA: IGI, 335-363.
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Sharing ManagerialTacit Knowledge: a Case Study of Managers Working in Malaysia’s Local Government
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2016
Osman S, Harvey WS (2016). Aligning individual and organisational values to build organisational reputation. 30th British Academy of Management (BAM).
Harvey WS, Sealy R (2016). Building HR's reputation. Chartered Institute for Personnel Development (CIPD) Conference.
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Harvey WS, Beaverstock JV (2016). Experts managing diversification: Reputation threat and change in retained executive search. 32nd European Group of Organization Studies (EGOS).
Li H, Harvey WS (2016). Leading, knowing and growing from a Wu Wei perspective: a study of logistics SMEs in Shanghai, China. 30th British Academy of Management (BAM).
Li H, Harvey WS (2016). Multiple identities and the silent power of Taoist ethics in Chinese SMEs: a leadership perspective. 32nd European Group of Organization Studies (EGOS).
Finlayson D, Harvey WS (2016). The Importance of Followership and Reputation in an HR consulting firm. In Koonce R, Bligh M, Carsten M, Hurwitz M (Eds.)
Followership in Action: Cases and Commentaries, Bingley, UK: Emerald Group Publishing Ltd.
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Harvey WS (2016). Winning the global talent war: a policy perspective.
Journal of Chinese Human Resource Management,
5(1), 62-74.
Abstract:
Winning the global talent war: a policy perspective.
Purpose – the purpose of this article was to discuss the phenomenon of international talent mobility and competition in relation to China’s engagement in the “talent war” for attracting, retaining and managing global talents, from a policy perspective.
Design/methodology/approach – the author adopts an approach combining literature review and international comparative analysis.
Findings – Factors explaining global talent mobility have been predominantly economic. This paper argues that China should also focus on other critical non-economic aspects for attracting and retaining talents in the long-term. The Chinese Government may learn from the experience of other competing countries in developing a national strategy for attracting and retaining global talents. While China has an advantage in attracting overseas Chinese who are attached to its cultural roots and are other competing countries’ residents or citizens, its existing talent policy may not be able to create effective local and institutional environment in attracting and retaining needed talents. Practical implications – an attractive policy is key to winning the global talent war and determining the future development path of a nation. The talent policy at a national level should address not only economic factors but also personal, professional and institutional factors. Originality/value – Winning the global talent war is a policy competition among countries. The Chinese Government may succeed in the war for talent by adopting a multi-pronged, multi-level and long-term talent strategy. This paper calls for China to reconsider its recent reform on permanent residence (green card) policy reform from a global talent competition perspective.
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2015
Osman S, Harvey WS (2015). Building corporate reputation through organisational values: a case study in Malaysia. 29th British Academy of Management (BAM).
van den Broek D, Harvey W, Groutsis D (2015). Commercial migration intermediaries and the segmentation of skilled migrant employment.
Work, Employment and Society,
30(3), 523-534.
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Mitchell VW, Harvey WS (2015). Corporate brand: Professional service firms. In (Ed)
Corporate Branding: Areas, Arenas and Approaches, 130-148.
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Mitchell VW, Harvey WS (2015). Corporate reputation in professional service firms. In Melewar TC (Ed)
Corporate branding: areas, arenas and approaches.
Abstract:
Corporate reputation in professional service firms.
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Harvey WS, Spee AP (2015). Disclosing and sharing qualitative fieldwork practices: challenges and opportunities. 7th Academy of Management.
Harvey WS, Groutsis D, van den Broek D (2015). Exploring the impact of skilled migrant intermediaries on reputation. 31st European Group of Organization Studies (EGOS).
Harvey WS (2015). Leadership, cultural and performance change in MeatPack. In Lattimore S, McShane A, Travaglione MO, Travaglione T (Eds.) Organisational Behaviour on the Pacific Rim, New York: McGraw-Hill.
Knight E, Harvey W (2015). Managing exploration and exploitation paradoxes in creative organisations.
Management Decision,
53(4), 809-827.
Abstract:
Managing exploration and exploitation paradoxes in creative organisations
© Emerald Group Publishing Limited. Purpose – the purpose of this paper is to address the paradox that individuals face in seeking to both generate new ideas and be committed to delivering standardised processes in a creative industry. The authors explore this tension in order to better understand how synergistic benefits are reaped at the intersection of these competing demands. Design/methodology/approach – the paper adopts a longitudinal case study approach inside a global media organisation in the creative industries sector. Data derived from participant observations, manager interviews, administered survey instruments, and archival documentation. Findings – the authors find that creative organisations experience explore/exploit paradoxes which are nested at three levels: knowledge, learning and motivation. Further, the authors find that managers are able to respond to competing tensions through organisational processes that allow differentiation/ integration simultaneously. These management responses are supported and sustained by both structural and contextual organisational forms. Originality/value – First, the authors provide a clearer theoretical explanation of paradox in creative organisations by accounting for competing demands to explore and exploit through nested tensions. Second, the authors extend the understanding of management responses to these paradox by showing how managers balance both demands simultaneously rather than cumulatively over time, thereby offering insight into how managers behave over time. Third, the authors outline the supporting role of organisational form in sustaining management responses within creative organisations at the same time in order to reap synergistic benefits.
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Harvey WS, Mitchell VW (2015). Marketing and reputation within professional service firms. In Empston L, Muzio D, Broschak JP, Hinings B (Eds.)
The Oxford Handbook of Professional Service Firms, Oxford: Oxford University Press, 279-303.
Abstract:
Marketing and reputation within professional service firms
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Harvey WS, Coslor E, Groutsis D, van den Broek D, Beaverstock JV (2015). Mobility and Organizing in the Global and Local: the space of creation and constraint within, between and beyond organizations. European Group of Organizational Studies (EGOS) and Asia-Pacific Researchers in Organisation Studies (APROS).
Harvey WS, Groutsis D (2015). Reputation and talent mobility in the Asia Pacific.
Asia Pacific Journal of Human Resources,
53(1), 22-40.
Abstract:
Reputation and talent mobility in the Asia Pacific
© 2014 Australian Human Resources Institute. This paper argues that different forms of reputation are important for the attraction and retention of talent. Drawing upon the skilled migration literature as well as examples from national governments, supranational organisations and the mass media, we provide a typology that highlights the intersections between reputation and talent mobility. We provide three important contributions. First, we illustrate that reputation plays a central role in the global competition for talent. Second, we highlight that the reputations of countries affect the attraction and retention of top workers. Third, we show that global talent is not only influenced by country reputation but also produces reputations which manifest at the individual level through the inflow and outflow of talent. These contributions shed new theoretical and practical insights on the importance and impact of reputation for talent mobility.
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Harvey WS, Morris T, Mueller Santos M (2015). Responding to identity and reputation dissonance in a management consulting firm. Academy of Management Proceedings. 6th - 12th Aug 2015.
Abstract:
Responding to identity and reputation dissonance in a management consulting firm
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Harvey WS, Morris T, Mueller Santos M (2015). Responding to identity and reputation dissonance in a management consulting firm. 75th Academy of Management (AoM).
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Harvey WS, Tourky M, Knight E (2015). The janus faces of organizations: building multiple corporate reputations. 20th International Conference on Corporate Marketing and Communications.
Harvey WS, van den Broek D, Groutsis D (2015). The opaque role of skilled migrant intermediaries on reputation. Royal Geographic Society- Institute of British Geographers (RGS-IBG).
Harvey WS, Beaverstock JV (2015). The reputation strategies of executive search firms in Sydney, Australia. 4th Global Conference on Economic Geography (GCEG).
Groutsis D, van den Broek D, Harvey WS (2015). Transformations in Network Governance: the Case of Migration Intermediaries.
Journal of Ethnic and Migration Studies,
41(10), 1558-1576.
Abstract:
Transformations in Network Governance: the Case of Migration Intermediaries
Market liberalisation has fundamentally changed state interventions in the supply of services and supportive infrastructure across a range of public services. While this trend has been relatively well documented, there has been a dearth of research into the changing nature of state interventions in migration and mobility. Indeed the increasing presence of migration intermediaries to service the many and varied needs of migrant workers, particularly skilled migrants, remains significantly under-researched both theoretically and empirically. In providing an analysis of the location, role and changing nature of migration intermediaries, we highlight the implications of commercially-driven governance structures. In particular we suggest that the shift from government to network governance has important implications for skilled migration including: inequities in access to information regarding the process of migration and labour market integration; and, greater dependence on (largely unregulated) private intermediaries. Accordingly, we present empirical examples of migration intermediaries to illustrate their role and the relationship with and implications of their exchange with migrants.
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2014
Ozbilgin MF, Groutsis D, Harvey WS (2014). Conclusion to international human resource management. In Ozbilgin MF, Groutsis D, Harvey WS (Eds.) , Cambridge: Cambridge University Press, 236-243.
Harvey WS (2014). Defining and connecting CSR, reputation, image, identity, brand, legitimacy, status and diversity. In Karatas-Ozkan M, Nicolopoulou K, Ozbiligin MF (Eds.) Corporate Social Responsibility and Human Resource Management: a Diversity Perspective, Cheltenham: Edward Elgar, 31-50.
Harvey WS, Morris T, Muller Santon M (2014). Exploring how different forms of reputation interact in a global management consulting firm. 30th European Group for Organization Studies (EGOS).
Ozbilgin MF, Groutsis D, Harvey WS (eds)(2014). International Human Resource Management. Cambridge, Cambridge University Press.
Ozbilgin MF, Groutsis D, Harvey WS (2014). Introduction: a multilevel approach to international human resource management. In (Ed) , Cambridge University Press, 1-5.
Harvey WS, Parry S, Vorbach P (2014). Managing Leadership and Cultural Change at Beak and Johnston: a Work in Progress.
Global Business and Organizational Excellence,
33(6), 43-50.
Abstract:
Managing Leadership and Cultural Change at Beak and Johnston: a Work in Progress.
As it strives to attain its goal of becoming an AUD$1 billion company by 2020, Beak and Johnston (B&J), a family-owned food processing business based in Sydney, Australia, has embarked on a transformative leadership and cultural enhancement process. The company’s founder and CEO, David Beak, is trying to improve the capabilities of his senior strategy team while stepping back from the business. To that end, the company has adopted a leadership development approach with an eye on succession planning in which workers at all levels are encouraged to speak openly. It also is fostering cultural change with a less hierarchical organizational structure in which factory managers are empowered with greater levels of responsibility and accountability. The insights revealed in this candid snapshot of an organization in transition offer valuable lessons on the essential elements of an effective change effort.
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Harvey WS (2014). Reputation in the international context. In Ozbilgin MF, Groutsis D, Harvey WS (Eds.)
, Cambridge: Cambridge University Press, 165-178.
Abstract:
Reputation in the international context.
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Harvey WS (2014). Switching jobs and social networks: Highly skilled British migrants in Vancouver, Canada. 14th European Academy of Management (EURAM).
2013
Groutsis D, van den Broek D, Harvey WS (2013). Conceptualising Migration Intermediaries: Network governance and skilled migration. European Academy of Management Annual (EURAM) Annual Meeting.
Harvey WS, Morris T, Smets M (2013). Corporate reputation: definitions and dimensions. In Vaagt CH, Association IB (Eds.) Law Firm Strategies for the 21st Century, Globe Law and Business, 223-233.
Harvey WS, Morris T, Mueller Santos M (2013). Learning to build global reputations: the case of an emerging strategy consultancy firm. Academy of Marketing Science 16th World Marketing Congress.
Harvey WS, Spee AP (2013). Managing qualitative fieldwork practices: opportunities and challenges. 73rd Academy of Management (AoM) Annual Meeting.
Spee AP, Harvey WS (2013). Promoting transparent fieldwork practices. Asia-Pacific Researchers in Organisation Studies (APROS).
Groutsis D, van den Broek D, Harvey WS (2013). Strategic Alliances Enabling the Migration and Integration Process: Conceptualising Migration Intermediaries. Association of Industrial Relations Academics of Australia and New Zealand (AIRAANZ) Annual Conference.
Harvey WS, Groutsis D (2013). The role of intermediaries in the production of the skilled migration labour market. European Academy of Management (EURAM) Annual Meeting.
Harvey WS (2013). Victory can be yours in the global war for talent.
Human Resource Management International Digest,
21(1), 37-40.
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Harvey W (2013). Victory can be yours in the global war for talent: Social factors and lifestyle help to attract top employees.
Human Resource Management International Digest,
21(1), 37-40.
Abstract:
Victory can be yours in the global war for talent: Social factors and lifestyle help to attract top employees
Purpose: This paper aims to provide a critical overview of the significant and growing challenges that countries and organizations face with attracting and retaining foreign talent. Design/methodology/approach: the paper analyzes information from academia, business and the media on the challenges for countries and companies in winning the war for foreign talent. Findings: the paper shows that governments and companies need to engage with foreign professionals at an early stage in their careers in order to reap the benefits of their human capital in the long term. Practical implications: the paper reveals how organizations and whole regions can benefit from attracting foreign talent. Social implications: the paper emphasizes that organizations need to look beyond the traditional economic incentives of career opportunities and salaries to other social and lifestyle factors outside the workplace. Originality/value: the paper highlights the growing competition for foreign talent, which is a zero-sum game between countries and companies. The winners will be those who recognize the importance of foreign talent at all stages of a country's economic cycle, those who invest in this invaluable resource earlier, as well those who recognize the value of economic and non-economic incentives. © Emerald Group Publishing Limited.
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2012
Harvey WS, Morris T (2012). A labor of love? Understanding reputation formation within the labour market. In Barnett ML, Pollock TG (Eds.)
The Oxford Handbook of Corporate Reputation, Oxford: Oxford University Press, 341-360.
Abstract:
A labor of love? Understanding reputation formation within the labour market
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Harvey WS (2012). Brain circulation to the UK? Knowledge and investment flows from highly skilled British expatriates in Vancouver.
Journal of Management Development,
31(2), 173-186.
Abstract:
Brain circulation to the UK? Knowledge and investment flows from highly skilled British expatriates in Vancouver.
Purpose – This paper seeks to address two research questions: first, to what extent do highly skilled migrants intend to make personal business and financial investments in their home countries, and second, what factors influence them to invest in their home countries? Design/methodology/approach – the results are based on face-to-face and telephone interviews which took place between September, 2008 and March, 2009 with 64 highly skilled British migrants working in Vancouver, Canada. Respondents were asked a combination of open- and closed-ended questions.
Findings – the results of this study find that the vast majority of respondents are not investing in or intending to return to their home country, which indicates that they contributing to brain circulation in a limited extent.
Practical implications – the paper argues that governments and organisations in the home country can play an important role in facilitating brain circulation in Europe.
Originality/value – Much of the academic literature suggests that the brain drain has now transformed into brain gain. The findings of this study do not support this shift because most of the sample of British expatriates in Vancouver are not intending to invest in or return to Europe. This is significant because highly skilled migrants could be better utilised as resources by European governments and organisations.
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Harvey WS, Groutsis D, van den Broek D (2012). Defining the expanding role of intermediaries in the skilled migration labour market. 28th European Group for Organizational Studies (EGOS).
Harvey W (2012). Labour market experiences of skilled British migrants in Vancouver.
Employee Relations,
34(6), 658-669.
Abstract:
Labour market experiences of skilled British migrants in Vancouver
Purpose – the purpose of this paper is to explore the labour market experiences of highly
skilled migrants from developed countries who are not linguistic or visible minorities in the host
country.
Design/methodology/approach – the results of the paper derive from interviews with 64 highly
skilled British migrants in Vancouver. Participants were asked open-end and closed-ended questions
and the data from the interviews were coded and analysed manually.
Findings – British migrants were divided with their labour market outcomes. Some cited positive
experiences such as better responsibility, treatment and salary, while others cited negative experiences
such as having to re-accredit, unduly proving themselves to their employers and not having their
international experience recognised.
Research limitations/implications – the results are particular to a single case study, hence they
cannot be generalised or taken to represent the experiences of all British skilled migrants in
Vancouver.
Practical implications – Governments and organisations should ensure that they fulfil any
promises they make to highly skilled migrants before the migration process and manage their
expectations. Otherwise they face problems with brain waste and migrant retention in the short term
and attracting foreign talent in the long term. They should also consider taking a more flexible
approach to recognising foreign qualifications, skills and international experience.
Originality/value – the paper adds to our understanding of migrant groups from countries who
share similar social and cultural characteristics to the host population. The paper shows that labour
market integration challenges are not exclusive to low skilled visible minority migrants, but also to
highly skilled migrants who speak the same first language and have the same skin colour as the
majority of the host population.
Keywords Canada, Migrant workers, Skills, Qualifications, Expatriates, Labour market,
Highly skilled migrants, Integration, Work
Paper type Research paper
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Harvey WS (2012). Managing Fieldwork Challenges within a Professional Service Firm. Academy of International Business (AIB) Annual Meeting.
Harvey WS, Groutsis D (2012). Skilled migrants in the Middle East: definitions, mobility and integration.
International Journal of Business and Globalisation,
8(4), 438-453.
Abstract:
Skilled migrants in the Middle East: definitions, mobility and integration.
This paper focuses on skilled migrants moving to and integrating in the Middle East. We provide a series of factors to help conceptualise this heterogeneous group. The paper looks at various types of skilled migration, mobility and integration as well as the challenges that individual migrants have faced. We argue that when thinking about migration and integration, it is important to appreciate multiple scales of analysis. We also highlight that although skilled migrants have confronted a number of migration and integration barriers, many have also experienced additional challenges on the basis of their identity.
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2011
Harvey W (2011). British and Indian scientists moving to the U.S.
Work and Occupations: an international sociological journal,
38(1), 68-100.
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Harvey WS, Morris T (2011). How are Reputation and Quality Built within Management Consultancy Firms?. 71st Academy of Management (AoM) Annual Meeting.
Harvey WS (2011). How do University of Oxford students form reputations of companies?. Regional Insights, 2, 12-13.
Harvey WS (2011). Immigration and emigration decisions among highly skilled British expatriates in Vancouver. In Nicolopoulou K, Karata-Ozkan M, Tatli A (Eds.)
Global Knowledge Work, Edward Elgar Publishing, 33-56.
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Immigration and emigration decisions among highly skilled British expatriates in Vancouver.
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Harvey WS, Morris T (2011). Single reputation or multiple reputations? the case of a global management consultancy organization. European Group of Organizational Studies (EGOS).
Harvey WS (2011). Strategies for conducting elite interviews.
Qualitative Research,
11(4), 431-441.
Abstract:
Strategies for conducting elite interviews
This article addresses some strategies for conducting elite interviews. It draws upon material from a significant number of interviews that the author has conducted with this group in a variety of economic sectors and countries, as well as from the social sciences literature on elites. The aim of the article is to provide insights into the particularities of interviewing elites for those new to researching this group. In particular, it focuses on gaining trust and gauging the tone of the interview, how to present oneself during the interview, asking open- and closed-questions, the appropriate length of an interview, whether to record the conversation, coping with difficult scenarios, asking awkward questions, managing respondents who do not answer the question, keeping respondents interested in the interview and finally gaining feedback from respondents.
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2010
Harvey WS (2010). Methodological Approaches for Interviewing Elites.
Geography Compass,
4(3), 193-205.
Abstract:
Methodological Approaches for Interviewing Elites
This paper explores some of the methodological strategies for interviewing elites. The focus is on researching elite members, preparing for interviews and gaining access, as well as the associated power relationships. Examples are drawn from across the social sciences and from the author’s doctoral and postdoctoral work with over one hundred members of business elites. It is argued that researchers should be more attentive towards the following three areas. First, providing flexi- bility when designing research projects and conducting interviews. Second, ensuring transparency when communicating with elite members. Third, maintaining good etiquette with all participants to ensure the highest professional standards. The overall aim of the paper is to provide an introduction for those who are new to the field of interviewing elite subjects.
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2009
Harvey W (2009). British and Indian scientists in the U.S. considering returning to their home countries.
Population, Space and Place,
15(6), 493-508.
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2008
Harvey WS (2008). Brain circulation?. British and Indian scientists in Boston, Massachusetts, USA.
Asian Population Studies,
4(3), 293-309.
Abstract:
Brain circulation?. British and Indian scientists in Boston, Massachusetts, USA.
This article argues that despite the growing emphasis on brain circulation, most British and Indian scientists working in Boston, Massachusetts, USA are still contributing to a brain drain in their home countries. I show that although the majority of respondents have regular, albeit different kinds of business contacts with their home countries, this has yet to translate into significant personal investments. Although most British and Indian scientists do not forge social contacts with professionals in their home countries, I suggest that such links could help induce investment in the UK and India in the future.
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Harvey WS (2008). British and Indian expatriate scientists finding jobs in Boston.
Global Networks: a Journal of Transnational Affairs,
8(4), 453-473.
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British and Indian expatriate scientists finding jobs in Boston.
In this article I analyse the different social networks that British and Indian scientists use to obtain job information in the pharmaceutical and biotechnology sector around Boston, Massachusetts. I argue that individuals’ social networks are critical in helping highly skilled migrants find jobs. The research finds that British and Indian scientists use both strong and weak ties to obtain jobs and there is no significant difference between senior and junior workers in terms of whether they relied on strong or weak ties. I argue, nonetheless, that the terms strong ties and weak ties are problematic because they are not clearly understood or mutually exclusive.
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Harvey WS (2008). International migration, social networks and getting jobs: British and Indian scientists in Boston.
Harvey WS (2008). Strong or weak ties? British and Indian expatriate scientists finding jobs in Boston.
GLOBAL NETWORKS-A JOURNAL OF TRANSNATIONAL AFFAIRS,
8(4), 453-473.
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Harvey W (2008). The social networks of British and Indian expatriate scientists in Boston.
Geoforum, 1756-1765.
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