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International audience ; Globalisation has emerged as an important phenomenon affecting the environment in which businesses operate. While trade and economic issues have dominated public perception of globalisation, we argue that it needs to be construed as a multi-dimensional construct. Based on a social representations perspective, this study surveys executives to discern their attitudes towards globalisation. Results suggest that executives perceive globalisation in complex ways and are influenced by cultural, political and environmental issues, in addition to the business and economic ones. Nationality, age and work experience significantly affect their perception. The varying perceptions of the executives can affect how organisations deal with the opportunities and threats in the global environment, so organisations would benefit from building an internal consensus on their global vision.

International audience ; Globalisation has emerged as an important phenomenon affecting the environment in which businesses operate. While trade and economic issues have dominated public perception of globalisation, we argue that it needs to be construed as a multi-dimensional construct. Based on a social representations perspective, this study surveys executives to discern their attitudes towards globalisation. Results suggest that executives perceive globalisation in complex ways and are influenced by cultural, political and environmental issues, in addition to the business and economic ones. Nationality, age and work experience significantly affect their perception. The varying perceptions of the executives can affect how organisations deal with the opportunities and threats in the global environment, so organisations would benefit from building an internal consensus on their global vision.

International audience ; Globalisation has emerged as an important phenomenon affecting the environment in which businesses operate. While trade and economic issues have dominated public perception of globalisation, we argue that it needs to be construed as a multi-dimensional construct. Based on a social representations perspective, this study surveys executives to discern their attitudes towards globalisation. Results suggest that executives perceive globalisation in complex ways and are influenced by cultural, political and environmental issues, in addition to the business and economic ones. Nationality, age and work experience significantly affect their perception. The varying perceptions of the executives can affect how organisations deal with the opportunities and threats in the global environment, so organisations would benefit from building an internal consensus on their global vision.

One of the worldwide movements for reform of public administration
has been the implementation of equal employment opportunity programmes.
Reports on a longitudinal study of executive attitudes towards the
equity reforms introduced in an Australian public service. Results show
that, over a three‐year period, there was a decrease in the perceived
observance of merit and equity principles in Government agencies, and an
increase in the proportion of executives experiencing discrimination.
Although there was greater commitment among executives towards merit and
equity, there was no improvement in their attitude towards an equity
programme for women. Implications for the Equity Reform process are
discussed.

In general, the managers seemed to view training in terms of a long-term rational cost-benefit ratio, that is, they desired training that would maximize their potential for promotion and responsibility in the future rather than in their current jobs.

Employing a survey method to explore attitudes towards foreign workers in Japan, we uncover evidence that upends the conventional wisdom that "socio-tropic values" are anchored in perceptions of threat. Building a new typology that differentiates among native-born citizens who value or fear foreigners for their expected effects on the economic and cultural dimensions, we find that Japanese corporate managers, especially in labor-scarce sectors, appreciate the positive effects of foreign labor more than they dread the dilution of cultural beliefs and practices that underpinned the fabled Japanese labor force. This finding is significant because, even without becoming whole-hearted multi-culturalists, a positive disposition of Japanese corporate management towards foreign workers could signal a shift in policy. Although ethnocentrists remain in Japan (as elsewhere), the views of the business community are likely to have more bearing on government policy than those of other groups.