Publications by category
Books
Harvey WS (2014). Defining and Connecting CSR, Reputation, Image, Identity, Brand, Legitimacy, Status and Diversity. , Edward Elgar, London.
Ozbiligin M, Groustis D, Harvey WS (2014). International Human Resource Management., Cambridge University Press.
Journal articles
Li H, Jones O, Harvey WS, Yang J (In Press). A Daoist perspective on leadership: reputation-building in Chinese SMEs.
International Journal of Entrepreneurial Behavior and ResearchAbstract:
A Daoist perspective on leadership: reputation-building in Chinese SMEs
Purpose
This article examines the influence of Daoist nothingness on leadership in growing Chinese SMEs. Daoism is based on a ‘letting-go’ approach through maintaining inherent openness, which challenges goal-oriented and hierarchical approaches typical of Western and Confucian leadership theories. This facilitates the cross-fertilization of ideas related to the effective management of smaller firms.
Design/methodology/approach
This study focuses on SME leaders in a group of twelve growing SMEs in the Shanghai logistics industry in China. Narrative and semi-structured interviews explored emerging aspects beyond the established model of leadership associated with reputation-building. This led to in-depth, thick descriptions, broadening our understanding of leadership and reputation building.
Findings
SME leaders follow nothingness by continuously adopting a letting-go approach which spontaneously fosters reputation-building. By maintaining inherent openness, nothingness functions as an enabling principle that mobilises multi-beings leading to reputation-building in unintended ways.
Research limitations/implications
A greater plurality of empirical and methodological contexts in Western and non-Western countries helps to understand the dynamics and intersection of Daoist nothingness, leadership and reputation-building.
Practical implications
SME leaders recounted how they discursively practised nothingness for extended periods in their everyday practice. The study shows the significance of nothingness for SME leaders who aspire to grow their businesses by reputation-building among salient stakeholders.
Social implications
Daoist nothingness provides insights into the distinctive approach of Chinese SME leaders and their relationships with local and distant stakeholders. By engaging in active non-action they relax pre-determined intentions and immerse themselves in the process of leading, where the intrinsic connections between goals and processes are automatically animated. Such an approach differs from the top-down and goal-oriented approach to leadership adopted in many western SMEs.
Originality/value
This paper makes two theoretical contributions. First, it indicates the powerful influence of Daoist nothingness on leadership by drawing on the broader context of entrepreneurship in Chinese SMEs. Second, it enriches existing concepts such as reputation by endowment and reputation borrowing by demonstrating how Daoist nothingness silently fosters both local reputation and generalized reputation.
Abstract.
Full text.
Harvey WS, Osman S, Tourky M (In Press). Building internal reputation from organisational values.
Corporate Reputation Review: an international journalAbstract:
Building internal reputation from organisational values
The paper enhances micro-cognitive understandings of how organisational values can build internal reputation. Drawing-on a multi-method case study of a private hospital in Malaysia, we show the process of how values are internalised within organisations. We illustrate how different internal actors are important for embedding organisational values at various stages, and show the interplay between them. We show leaders are important for role modelling and engaging, managers are important for embedding and reinforcing, and employees are important for empowering and reciprocating. We argue that in order for values to be internalised, leaders, managers and employees need to effectively create, communicate and enact those values. Rather than values being imposed by a single dominant internal actor, we show that they can be diffused by internal stakeholders at different hierarchical levels. We find that the internalisation of organisational values helps to form positive perceptions of the values and creates individual behaviours that correspond to those values. While the literature has focused on what dimensions and which stakeholders influence reputation building, we show how micro-cognitive processes build internal reputation from organisational values.
Abstract.
Full text.
Harvey W, Mitchell V-W, Almeida Jones A, Knight E (In Press). The tensions of defining and developing thought leadership within knowledge-intensive firms.
Journal of Knowledge ManagementAbstract:
The tensions of defining and developing thought leadership within knowledge-intensive firms
Design/methodology/approach
We review the academic and practitioner literature on thought leadership to provide a rich oversight of how it is defined and can be understood by separating inputs, creation processes and outcomes. We also draw on qualitative data from 12 in-depth interviews with senior leaders of professional service firms.
Purpose
A major part of knowledge management for knowledge-intensive firms such as professional service firms is the increasing focus on thought leadership. Despite being a well-known term, it is poorly defined and analysed in the academic and practitioner literature. As a result, we seek to answer three questions. First, what is thought leadership? Second, what tensions exist when seeking to create thought leadership in knowledge-based organisations? Third, what further research is needed about thought leadership? We call for cross-disciplinary and academic-practitioner approaches to understanding the field of thought leadership.
Findings
Through analysing and building on previous understandings of the concept, we redefine thought leadership as: “Knowledge from a trusted, eminent and authoritative source that is actionable and provides valuable solutions for stakeholders.” We find and explore nine tensions that developing thought leadership creates and propose a framework for understanding how to engage with thought leadership at the industry/macro, organisational/meso and individual/micro levels. We propose a research agenda based on testing propositions derived from new theories to explain thought leadership, including leadership, reducing risk, signaling quality, and managing social networks, as well as examining the suggested ways to resolve different tensions.
Originality/value
We are the first to separate out thought leadership from its inputs, creation processes and outcomes. We show new organisational paradoxes within thought leadership and show how they can play out at different levels of analysis when implementing a thought leadership strategy. This work on thought leadership is set in a relatively under-explored context for knowledge management researchers, namely, knowledge-intensive professional service firms.
Abstract.
Full text.
Featherstone J, Harvey W (In Press). Tough and kind leadership among the Konyaks of Nagaland.
Journal of Global ResponsibilityAbstract:
Tough and kind leadership among the Konyaks of Nagaland
Design/methodology/approach
For centuries, the villages of the principal Konyak kingdoms in Nagaland raided each other to take the heads of men, women and children in ritualised hostilities. Originally to bring fertility and good harvests, this practice evolved almost exclusively into an expression of power and success. One of the authors spent three weeks in January 2020 living in a Konyak village learning about leadership from the last surviving face-tattooed warriors, once successful headhunters.
Purpose
The paper looks at the practices within the principal Konyak kingdoms in Nagaland, and how leaders in other cultural contexts can learn from reconciling tough and kind forms of leadership.
Findings
We found a servant leadership culture based on kindness and collaboration, in some ways at odds with the brutal tradition associated with their society. Framing this compassionate leader and follower relationship is the concept of matkapu, or standing for the truth of things.
Practical implications
We explore whether contemporary organisations looking to sustain operational excellence and wellbeing, and often seeking to balance the needs of different stakeholders, can learn from the Konyaks based on centuries of continual conflict and volatility.
Abstract.
Full text.
DOI.
Abdul Manaf H, Harvey WS, Armstrong SJ, Lawton A (2020). Differences in personality and the sharing of managerial tacit knowledge: an empirical analysis of public sector managers in Malaysia.
Journal of Knowledge Management,
24(5), 1177-1199.
Abstract:
Differences in personality and the sharing of managerial tacit knowledge: an empirical analysis of public sector managers in Malaysia
Purpose
This study aims to identify differences in knowledge-sharing mechanisms and personality among expert, typical and novice managers within the Malaysian Public Sector. Strengthening the knowledge sharing function is essential for enabling public institutions around the world to be more productive.
Design/methodology/approach
This quantitative study involves 308 employees from management and professional groups within 98 local authorities in the Malaysian Local Government. Stratified random sampling techniques were used and the sampling frame comprised 1000 staff using postal surveys. Data analyses were carried out using Analysis of Variance (ANOVA) and correlations in order to test the research hypotheses.
Findings
The findings reveal that expert managers are more proactive in sharing their knowledge, particularly those with the personality traits of conscientiousness and openness. These two personality traits were also related to expert behaviours such as thoroughness, responsibility and persistence, which led to work competency and managerial success.
Originality/value
This study provides theoretical insights into how managerial tacit knowledge differs and can accumulate, depending on the personality traits of middle managers. The paper shows the different mechanisms of knowledge sharing, tacit knowledge and personality among expert, typical and novice managers. Practically, this study is important for guiding senior managers in their attempts to identify the most appropriate personalities of their middle managers. This study found that the expert group was higher in conscientiousness, openness and overall personality traits compared with the typical and novice groups. The paper also highlights the value of sharing managerial tacit knowledge effectively.
Abstract.
Full text.
DOI.
Featherstone J, Harvey WS (2019). Flexing organisational values to enable effective leadership decision-making in the British Army. Sandhurst Occasional Paper Series(30), 1-8.
Harvey WS, Beaverstock JV, Li H (2018). Common threats and managing reputation in executive search firms.
British Journal of Management Full text.
DOI.
Mitchell VW, Harvey WS (2018). How preferable and possible is management research-related teaching impact?.
Management Learning,
49(3), 363-373.
Full text.
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 Sector Management. Full text.
Dutt CS, Harvey WS, Shaw G (2018). The missing voices in the perceptions of tourism: the neglect of expatriates.
Tourism management perspectives,
26, 193-202.
Full text.
Velamuri SR, Harvey, W.S. Venkataraman, S. (2017). Being an Ethical Business in a Corrupt Environment.
Harvard Business Review Full text.
Harvey WS, Groutsis D, van den Broek D (2017). Intermediaries and destination reputations: Explaining flows of skilled migration.
Journal of Ethnic and Migration Studies Full text.
Harvey WS, Tourky M, Knight ERW, Kitchen PJ (2017). Lens or Prism? How Organisations Sustain Multiple and Competing Reputations.
European Journal of Marketing,
51(4), 821-844.
Full text.
DOI.
Velamuri SR, Venkataraman S, Harvey WS (2017). Seizing the Ethical High Ground: Ethical Reputation Building in Corrupt Environments.
Journal of Management Studies,
54(5), 647-675.
Full text.
DOI.
Velamuri SR, Harvey W (2017). The Role of Ethical Values in Economic Value Creation. The European Business Review
Harvey WS, Morris T, Santos MM (2016). Reputation and identity conflict in management consulting.
Human Relations,
70(1), 92-118.
Full text.
DOI.
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.
Full text.
DOI.
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.
Abstract.
Full text.
DOI.
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.
Abstract.
Full text.
DOI.
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.
Full text.
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.
Full text.
Harvey WS (2014). Reputation in the Context of International Human Resource Management. Ozbilgin, MF, Groutsis, D. and Harvey, WS International Human Resource Management. Cambridge University Press, Cambridge
Harvey WS (2013). Victory can be yours in the global war for talent.
Human Resource Management International Digest,
21(1), 37-40.
Full text.
Harvey WS, Morris T (2012). A labor of love? Understanding the influence of Corporate Reputation in the Labor Market. The Oxford Handbook of Corporate Reputation
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.
Full text.
Harvey WS (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.
Abstract.
Full text.
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.
Full text.
Harvey WS (2011). British and Indian scientists moving to the United States.
Work and Occupations,
38(1), 68-100.
Full text.
Harvey WS (2011). How Do University of Oxford Students Form Reputations of Companies?. Regional Insights, 2(1), 12-13.
Morris T, Harvey W (2011). Single reputation or multiple reputations? the case of an international management consultancy firm.
Harvey WS (2011). Strategies for conducting elite interviews. Qualitative Research, 11(4), 431-441.
Harvey W, Morris T (2011). The role of reputation in professional service firms. Novak Druce Centre Insights, No. 6.
Harvey WS (2010). Methodological approaches for interviewing elites.
Geography Compass,
4(3), 193-205.
Full text.
Harvey WS (2009). British and Indian scientists in Boston considering returning to their home countries. Population, Space and Place, 15(6), 493-508.
Harvey WS (2009). Methodological approaches for junior researchers interviewing elites: a multidisciplinary perspective. Economic Geography Research Group
Harvey WS (2008). Brain circulation?.
Asian Population Studies,
4(3), 293-309.
Full text.
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.
Abstract.
Full text.
Harvey WS (2008). The social networks of British and Indian expatriate scientists in Boston.
Geoforum,
39(5), 1756-1765.
Full text.
Chapters
Harvey WS (2021). Interviewing Global Elites. In (Ed)
Field Guide to Intercultural Research, Edward Elgar Publishing, Cheltenham, UK.
Full text.
Harvey WS, Smets M, Morris T (2020). Reputation Management in Professional Service Firms. In (Ed) Law Firm Strategies for the 21st Century, Globe Law and Business.
Harvey WS (2020). Undergraduate Research in Business Schools. In (Ed) Cambridge Handbook on Undergraduate Research, Cambridge University Press.
Harvey WS, Spee AP (2019). Gaining and maintaining fieldwork access with management consultants. In (Ed) Research Methods for Business Students. 8th edition, FT Prentice Hall.
Harvey WS (2018). Conclusion: the comparative political economy of talent, identity and ethnic hierarchy. In (Ed)
The Political Economy of Brain Drain and Talent Capture: Evidence from Malaysia and Singapore, 141-149.
Abstract:
Conclusion: the comparative political economy of talent, identity and ethnic hierarchy
Abstract.
DOI.
Beaverstock JV, Harvey WS (2018). The internationalization and localization of professional services: the case of executive search firms in Australia. In (Ed)
, Routledge.
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 (Ed)
.
Full text.
Manaf HA, Harvey WS (2017). Sharing Managerial Tacit Knowledge: a Case Study of Managers Working in Malaysia's Local Government. In (Ed)
Handbook of Research on Tacit Knowledge Management for Organizational Success, IGI Global, 335-363.
Full text.
Finlayson D, Harvey WS (2016). The Importance of Followership and Reputation in an HR Consulting Firm'. In (Ed)
, 91-97.
Full text.
Mitchell V, Harvey WS (2015). Corporate Reputation in Professional Service Firms. In (Ed) .
Mitchell V, Harvey WS (2015). Corporate brand: Professional service firms. In (Ed) Corporate Branding, Routledge, 130-148.
Mitchell VW, Harvey WS (2015). Corporate brand: Professional service firms. In (Ed)
Corporate Branding: Areas, Arenas and Approaches, 130-148.
DOI.
Harvey WS, Mitchell V (2015). Corporate brand: professional service fi rms. In (Ed) Corporate Branding, Routledge, 154-172.
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 V (2015). Marketing and reputation within professional service firms. In (Ed) , OUP Oxford.
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 (Ed) Law Firm Strategies for the 21st Century. Globe Law and Business, London.
Harvey WS, Morris T (2012). A labor of love? Understanding reputation formation within the labour market. In (Ed) , Oxford University Press Oxford, 341-360.
Harvey WS (2010). Immigration and emigration decisions among highly skilled British expatriates in Vancouver. In (Ed) Global Knowledge Work: Diversity and Relational Perspectives, Edward Elgar.
Conferences
Arora N, Harvey WS, Spyridonidis D (2019). Down and Out? Leaders Recovering from Reputation and Identity Loss in a United States Federal Prison.
Spyridonidis D, Harvey WS, Currie G (2019). The Benefits of Not Being Known for Something: How the Reputation of a New Organisation Evolves.
Harvey WS, Morris T (2017). Changing organisational reputation in management consulting. 2nd Interdisciplinary Perspectives on Leadership Symposium.
Full text.
Harvey WS, Morris T (2017). Changing organizational reputation in management consulting.
Full text.
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.
Full text.
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.
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 TJ, Mueller M (2015). Responding to Identity and Reputation Dissonance in a Management Consulting Firm.
Harvey WS, Morris T, Mueller Santos M (2015). Responding to identity and reputation dissonance in a management consulting firm. 75th Academy of Management (AoM).
Full text.
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.
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.
Morris T, Harvey W (2011). How are reputation and quality built within management consultancy firms?.
Harvey WS, Morris T (2011). Single reputation or multiple reputations? the case of a global management consultancy organization. European Group of Organizational Studies (EGOS).
Reports
Hawkings B, Harvey WS, Bailey AR, Tourky M, Water H (2018).
Leadership Development in Public Service Mutuals: a Practical Guide.Abstract:
Leadership Development in Public Service Mutuals: a Practical Guide
Abstract.
Full text.
Publications by year
In Press
Li H, Jones O, Harvey WS, Yang J (In Press). A Daoist perspective on leadership: reputation-building in Chinese SMEs.
International Journal of Entrepreneurial Behavior and ResearchAbstract:
A Daoist perspective on leadership: reputation-building in Chinese SMEs
Purpose
This article examines the influence of Daoist nothingness on leadership in growing Chinese SMEs. Daoism is based on a ‘letting-go’ approach through maintaining inherent openness, which challenges goal-oriented and hierarchical approaches typical of Western and Confucian leadership theories. This facilitates the cross-fertilization of ideas related to the effective management of smaller firms.
Design/methodology/approach
This study focuses on SME leaders in a group of twelve growing SMEs in the Shanghai logistics industry in China. Narrative and semi-structured interviews explored emerging aspects beyond the established model of leadership associated with reputation-building. This led to in-depth, thick descriptions, broadening our understanding of leadership and reputation building.
Findings
SME leaders follow nothingness by continuously adopting a letting-go approach which spontaneously fosters reputation-building. By maintaining inherent openness, nothingness functions as an enabling principle that mobilises multi-beings leading to reputation-building in unintended ways.
Research limitations/implications
A greater plurality of empirical and methodological contexts in Western and non-Western countries helps to understand the dynamics and intersection of Daoist nothingness, leadership and reputation-building.
Practical implications
SME leaders recounted how they discursively practised nothingness for extended periods in their everyday practice. The study shows the significance of nothingness for SME leaders who aspire to grow their businesses by reputation-building among salient stakeholders.
Social implications
Daoist nothingness provides insights into the distinctive approach of Chinese SME leaders and their relationships with local and distant stakeholders. By engaging in active non-action they relax pre-determined intentions and immerse themselves in the process of leading, where the intrinsic connections between goals and processes are automatically animated. Such an approach differs from the top-down and goal-oriented approach to leadership adopted in many western SMEs.
Originality/value
This paper makes two theoretical contributions. First, it indicates the powerful influence of Daoist nothingness on leadership by drawing on the broader context of entrepreneurship in Chinese SMEs. Second, it enriches existing concepts such as reputation by endowment and reputation borrowing by demonstrating how Daoist nothingness silently fosters both local reputation and generalized reputation.
Abstract.
Full text.
Harvey WS, Osman S, Tourky M (In Press). Building internal reputation from organisational values.
Corporate Reputation Review: an international journalAbstract:
Building internal reputation from organisational values
The paper enhances micro-cognitive understandings of how organisational values can build internal reputation. Drawing-on a multi-method case study of a private hospital in Malaysia, we show the process of how values are internalised within organisations. We illustrate how different internal actors are important for embedding organisational values at various stages, and show the interplay between them. We show leaders are important for role modelling and engaging, managers are important for embedding and reinforcing, and employees are important for empowering and reciprocating. We argue that in order for values to be internalised, leaders, managers and employees need to effectively create, communicate and enact those values. Rather than values being imposed by a single dominant internal actor, we show that they can be diffused by internal stakeholders at different hierarchical levels. We find that the internalisation of organisational values helps to form positive perceptions of the values and creates individual behaviours that correspond to those values. While the literature has focused on what dimensions and which stakeholders influence reputation building, we show how micro-cognitive processes build internal reputation from organisational values.
Abstract.
Full text.
Harvey W, Mitchell V-W, Almeida Jones A, Knight E (In Press). The tensions of defining and developing thought leadership within knowledge-intensive firms.
Journal of Knowledge ManagementAbstract:
The tensions of defining and developing thought leadership within knowledge-intensive firms
Design/methodology/approach
We review the academic and practitioner literature on thought leadership to provide a rich oversight of how it is defined and can be understood by separating inputs, creation processes and outcomes. We also draw on qualitative data from 12 in-depth interviews with senior leaders of professional service firms.
Purpose
A major part of knowledge management for knowledge-intensive firms such as professional service firms is the increasing focus on thought leadership. Despite being a well-known term, it is poorly defined and analysed in the academic and practitioner literature. As a result, we seek to answer three questions. First, what is thought leadership? Second, what tensions exist when seeking to create thought leadership in knowledge-based organisations? Third, what further research is needed about thought leadership? We call for cross-disciplinary and academic-practitioner approaches to understanding the field of thought leadership.
Findings
Through analysing and building on previous understandings of the concept, we redefine thought leadership as: “Knowledge from a trusted, eminent and authoritative source that is actionable and provides valuable solutions for stakeholders.” We find and explore nine tensions that developing thought leadership creates and propose a framework for understanding how to engage with thought leadership at the industry/macro, organisational/meso and individual/micro levels. We propose a research agenda based on testing propositions derived from new theories to explain thought leadership, including leadership, reducing risk, signaling quality, and managing social networks, as well as examining the suggested ways to resolve different tensions.
Originality/value
We are the first to separate out thought leadership from its inputs, creation processes and outcomes. We show new organisational paradoxes within thought leadership and show how they can play out at different levels of analysis when implementing a thought leadership strategy. This work on thought leadership is set in a relatively under-explored context for knowledge management researchers, namely, knowledge-intensive professional service firms.
Abstract.
Full text.
Featherstone J, Harvey W (In Press). Tough and kind leadership among the Konyaks of Nagaland.
Journal of Global ResponsibilityAbstract:
Tough and kind leadership among the Konyaks of Nagaland
Design/methodology/approach
For centuries, the villages of the principal Konyak kingdoms in Nagaland raided each other to take the heads of men, women and children in ritualised hostilities. Originally to bring fertility and good harvests, this practice evolved almost exclusively into an expression of power and success. One of the authors spent three weeks in January 2020 living in a Konyak village learning about leadership from the last surviving face-tattooed warriors, once successful headhunters.
Purpose
The paper looks at the practices within the principal Konyak kingdoms in Nagaland, and how leaders in other cultural contexts can learn from reconciling tough and kind forms of leadership.
Findings
We found a servant leadership culture based on kindness and collaboration, in some ways at odds with the brutal tradition associated with their society. Framing this compassionate leader and follower relationship is the concept of matkapu, or standing for the truth of things.
Practical implications
We explore whether contemporary organisations looking to sustain operational excellence and wellbeing, and often seeking to balance the needs of different stakeholders, can learn from the Konyaks based on centuries of continual conflict and volatility.
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2021
Harvey WS (2021). Interviewing Global Elites. In (Ed)
Field Guide to Intercultural Research, Edward Elgar Publishing, Cheltenham, UK.
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2020
Waters H (2020). Becoming a mutual: How members negotiate identity during and after public sector 'spin-out'.
Abstract:
Becoming a mutual: How members negotiate identity during and after public sector 'spin-out'
This thesis provides one very intensive case-study account of the challenges that a public service organisation faces as it ‘spins out’ of the public sector and becomes a public service mutual. The study of public service mutual’s is important due to their vital role in the delivery of public services in austerity and post-austerity Britain (and elsewhere), the organisational form is used widely in other sectors, and yet there are challenges in or gaps in how the lived experiences of an organisation are played out and understood. The turbulence of both changing environments and institutions introduces between stakeholders a multitude of tensions and interactions. Stakeholders therefore seek to negotiate individual and organisational identity simultaneously, through the challenges of change. This thesis explores two main questions: What are the challenges a ‘public service’ organisation faces during a major change? and how do stakeholders negotiate their identities in the face of the challenges of change?
To investigate these questions, this research employs a qualitative, interpretive, social-constructionist perspective theoretically based in the fields of identity, organisational change and sensemaking. I was embedded in the organisation to collect data across a period spanning three years consisting of extensive observation, document collection, interviews, focus groups augmented by participatory activities. The account tells the stories of how stakeholders respond to and enact organisational evolution. Narratives of change were prepared through an interpretive analysis of the observational, documentary and interview transcripts presenting an in-depth chronological account of evolution. This chronological re-reading of events explores how identities are constructed and reconstructed over time, through a blending of sensemaking about the past, present and future. III
This research arrives at four theoretical contributions 1) Stakeholders perform identity work by creating their own narrative for identity as a new organisational form evolves, pieced together from senior level and local level organisational narratives and the ambiguity arising in-between. 2) in a spin-out, identity formation processes unfold through. 3) the iterative emergence of individual and organisational identity manifests through evolution to present initially hybrid, and then multiple, identities. The latter arising from the way identities are composed and/or deconstructed through identity legitimisation and contestation 4) Stakeholders use sensemaking processes through certainty and uncertainty to initially temporally frame what is changing, then to determine a position for their own continuity.
This case study presents insights across three years following the ‘spin out’ of a public service from local authority ownership into an independent entity. This work provides direction for practice and public policy by framing the major challenges of change for becoming a public service mutual: communication, independence and the implementation of new ways of working. This new understanding can sensitise managers and stakeholders to the significance of identity challenges during and after spin-out process, and guide them as to the events and milestones that might offer opportunities for constructing/reconstructing identities.
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Abdul Manaf H, Harvey WS, Armstrong SJ, Lawton A (2020). Differences in personality and the sharing of managerial tacit knowledge: an empirical analysis of public sector managers in Malaysia.
Journal of Knowledge Management,
24(5), 1177-1199.
Abstract:
Differences in personality and the sharing of managerial tacit knowledge: an empirical analysis of public sector managers in Malaysia
Purpose
This study aims to identify differences in knowledge-sharing mechanisms and personality among expert, typical and novice managers within the Malaysian Public Sector. Strengthening the knowledge sharing function is essential for enabling public institutions around the world to be more productive.
Design/methodology/approach
This quantitative study involves 308 employees from management and professional groups within 98 local authorities in the Malaysian Local Government. Stratified random sampling techniques were used and the sampling frame comprised 1000 staff using postal surveys. Data analyses were carried out using Analysis of Variance (ANOVA) and correlations in order to test the research hypotheses.
Findings
The findings reveal that expert managers are more proactive in sharing their knowledge, particularly those with the personality traits of conscientiousness and openness. These two personality traits were also related to expert behaviours such as thoroughness, responsibility and persistence, which led to work competency and managerial success.
Originality/value
This study provides theoretical insights into how managerial tacit knowledge differs and can accumulate, depending on the personality traits of middle managers. The paper shows the different mechanisms of knowledge sharing, tacit knowledge and personality among expert, typical and novice managers. Practically, this study is important for guiding senior managers in their attempts to identify the most appropriate personalities of their middle managers. This study found that the expert group was higher in conscientiousness, openness and overall personality traits compared with the typical and novice groups. The paper also highlights the value of sharing managerial tacit knowledge effectively.
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Harvey WS, Smets M, Morris T (2020). Reputation Management in Professional Service Firms. In (Ed) Law Firm Strategies for the 21st Century, Globe Law and Business.
Harvey WS (2020). Undergraduate Research in Business Schools. In (Ed) Cambridge Handbook on Undergraduate Research, Cambridge University Press.
2019
Arora N, Harvey WS, Spyridonidis D (2019). Down and Out? Leaders Recovering from Reputation and Identity Loss in a United States Federal Prison.
Featherstone J, Harvey WS (2019). Flexing organisational values to enable effective leadership decision-making in the British Army. Sandhurst Occasional Paper Series(30), 1-8.
Harvey WS, Spee AP (2019). Gaining and maintaining fieldwork access with management consultants. In (Ed) Research Methods for Business Students. 8th edition, FT Prentice Hall.
Jenner MJ, Harvey WS, Hogan A (2019). How to Master the Art of Giving Feedback. https://social.hays.com/2019/02/04/giving-feedback-work/
Jenner MJ, Harvey WS, Hogan A (2019). How to Master the Art of Learning and Practising Feedback. https://social.hays.com/2019/02/21/learning-and-practising-feedback-work/
Jenner MJ, Harvey WS, Hogan A (2019). How to Master the Art of Receiving Feedback. https://social.hays.com/2019/02/04/receiving-feedback-work/
Spyridonidis D, Harvey WS, Currie G (2019). The Benefits of Not Being Known for Something: How the Reputation of a New Organisation Evolves.
2018
Harvey WS, Beaverstock JV, Li H (2018). Common threats and managing reputation in executive search firms.
British Journal of Management Full text.
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Harvey WS (2018). Conclusion: the comparative political economy of talent, identity and ethnic hierarchy. In (Ed)
The Political Economy of Brain Drain and Talent Capture: Evidence from Malaysia and Singapore, 141-149.
Abstract:
Conclusion: the comparative political economy of talent, identity and ethnic hierarchy
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Mitchell VW, Harvey WS (2018). How preferable and possible is management research-related teaching impact?.
Management Learning,
49(3), 363-373.
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Hawkings B, Harvey WS, Bailey AR, Tourky M, Water H (2018).
Leadership Development in Public Service Mutuals: a Practical Guide.Abstract:
Leadership Development in Public Service Mutuals: a Practical Guide
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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 Sector Management. Full text.
Beaverstock JV, Harvey WS (2018). The internationalization and localization of professional services: the case of executive search firms in Australia. In (Ed)
, Routledge.
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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,
26, 193-202.
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2017
Velamuri SR, Harvey, W.S. Venkataraman, S. (2017). Being an Ethical Business in a Corrupt Environment.
Harvard Business Review Full text.
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.
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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 (Ed)
.
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Harvey WS, Groutsis D, van den Broek D (2017). Intermediaries and destination reputations: Explaining flows of skilled migration.
Journal of Ethnic and Migration Studies Full text.
Harvey WS, Tourky M, Knight ERW, Kitchen PJ (2017). Lens or Prism? How Organisations Sustain Multiple and Competing Reputations.
European Journal of Marketing,
51(4), 821-844.
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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.
Velamuri SR, Venkataraman S, Harvey WS (2017). Seizing the Ethical High Ground: Ethical Reputation Building in Corrupt Environments.
Journal of Management Studies,
54(5), 647-675.
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Manaf HA, Harvey WS (2017). Sharing Managerial Tacit Knowledge: a Case Study of Managers Working in Malaysia's Local Government. In (Ed)
Handbook of Research on Tacit Knowledge Management for Organizational Success, IGI Global, 335-363.
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Velamuri SR, Harvey W (2017). The Role of Ethical Values in Economic Value Creation. The European Business Review
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.
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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).
Harvey WS, Morris T, Santos MM (2016). Reputation and identity conflict in management consulting.
Human Relations,
70(1), 92-118.
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Finlayson D, Harvey WS (2016). The Importance of Followership and Reputation in an HR Consulting Firm'. In (Ed)
, 91-97.
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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 V, Harvey WS (2015). Corporate Reputation in Professional Service Firms. In (Ed) .
Mitchell V, Harvey WS (2015). Corporate brand: Professional service firms. In (Ed) Corporate Branding, Routledge, 130-148.
Mitchell VW, Harvey WS (2015). Corporate brand: Professional service firms. In (Ed)
Corporate Branding: Areas, Arenas and Approaches, 130-148.
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Harvey WS, Mitchell V (2015). Corporate brand: professional service fi rms. In (Ed) Corporate Branding, Routledge, 154-172.
Harvey WS, Spee AP (2015). Disclosing and Sharing Qualitative Fieldwork Practices: Challenges and Opportunities.
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 V (2015). Marketing and reputation within professional service firms. In (Ed) , OUP Oxford.
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 TJ, Mueller M (2015). Responding to Identity and Reputation Dissonance in a Management Consulting Firm.
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.
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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. , Edward Elgar, London.
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).
Ozbiligin M, Groustis D, Harvey WS (2014). International Human Resource Management., 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.
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Harvey WS (2014). Reputation in the Context of International Human Resource Management. Ozbilgin, MF, Groutsis, D. and Harvey, WS International Human Resource Management. Cambridge University Press, Cambridge
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 (Ed) Law Firm Strategies for the 21st Century. Globe Law and Business, London.
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.
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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2012
Harvey WS, Morris T (2012). A labor of love? Understanding reputation formation within the labour market. In (Ed) , Oxford University Press Oxford, 341-360.
Harvey WS, Morris T (2012). A labor of love? Understanding the influence of Corporate Reputation in the Labor Market. The Oxford Handbook of Corporate Reputation
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.
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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 WS (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.
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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.
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2011
Harvey WS (2011). British and Indian scientists moving to the United States.
Work and Occupations,
38(1), 68-100.
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Harvey WS (2011). How Do University of Oxford Students Form Reputations of Companies?. Regional Insights, 2(1), 12-13.
Morris T, Harvey W (2011). How are reputation and quality built within management consultancy firms?.
Harvey WS, Morris T (2011). Single reputation or multiple reputations? the case of a global management consultancy organization. European Group of Organizational Studies (EGOS).
Morris T, Harvey W (2011). Single reputation or multiple reputations? the case of an international management consultancy firm.
Harvey WS (2011). Strategies for conducting elite interviews. Qualitative Research, 11(4), 431-441.
Harvey W, Morris T (2011). The role of reputation in professional service firms. Novak Druce Centre Insights, No. 6.
2010
Harvey WS (2010). Immigration and emigration decisions among highly skilled British expatriates in Vancouver. In (Ed) Global Knowledge Work: Diversity and Relational Perspectives, Edward Elgar.
Harvey WS (2010). Methodological approaches for interviewing elites.
Geography Compass,
4(3), 193-205.
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2009
Harvey WS (2009). British and Indian scientists in Boston considering returning to their home countries. Population, Space and Place, 15(6), 493-508.
Harvey WS (2009). Methodological approaches for junior researchers interviewing elites: a multidisciplinary perspective. Economic Geography Research Group
2008
Harvey WS (2008). Brain circulation?.
Asian Population Studies,
4(3), 293-309.
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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). Migration, social networks and getting jobs: British and Indian scientists in Boston.
Harvey WS (2008). The social networks of British and Indian expatriate scientists in Boston.
Geoforum,
39(5), 1756-1765.
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