By Eva Bilhuber Galli

Realizing synergies throughout various companies is a mulitbusiness firm’s common strategic problem. Eva Bilhuber Galli investigates the position of social capital in cross-business collaboration and the way to construct it successfully with management improvement practices. learning a case of a giant multibusiness enterprise, she involves counter-intuitive conclusions: 1) no longer all kinds of cross-business collaboration require a similar depth point of social capital. 2) to construct powerful varieties of social capital, unmarried networking occasions appear to fall brief. The alignment of practices through the years should be considered.

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In this regard, coaching is most deeply embedded in the work context if the role is taken on by the line manager, a manager outside the direct reporting line, or a peer. However, as does Day (2000), we believe that coaching as a leadership development practice is more focused on intra-personal competences and is limited in its contribution to social capital. However, it might imply the potential for also enhancing inter-personal competences if it is organized in an embedded format. x Mentoring Description.

2007). Beyond that, most of the existing studies are situated in the compensation field. , the alignment of leadership development practices, are only dimly lit. In this regard, the authors call for future research to broaden the scope to other activity areas and to differentiate the distinct levels of abstraction. That will also help methodologically to connect the appropriate levels of analysis: An HRM system and philosophy are expected to impact more on the organizational level, whereas policies and practices will most likely impact on the group and individual levels.

In general, the objective is to improve individual performance and satisfaction and, in doing so, contributing to organizational effectiveness (Kilburg, 1996). In this sense, coaching refers to a process rather than a single dedicated event; however, in most firms the length of coaching becomes a question of the resources available as the costs for an external coach can be extensive (Day, 2000). On average, most coaching programs last about six months (Levinson, 1996). There exists a broad variety of coaching models, but they mostly start the process with (1) setting the context and defining the goals, followed by (2) an assessment of the current situation, concluding with (3) a development and implementation plan for achieving the goals (Day, 2000).

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