Dr. Charles M. Vance is a professor of management and human resources at Loyola Marymount University in Los Angeles, where he teaches at both the graduate and undergraduate levels. He has been very active at LMU in designing and conducting customized training programs for managers, executives and other professionals. He has had considerable experience as a consultant in North and South America, Asia and Europe in training design, management development and coaching, and broader human resource and organization development applications.
Syracuse Univeristy : Ph.D., Organizational Training/Learning 1981
Brigham Young University : M.A., Organizational Behavior 1977
Brigham Young University: B.S., Psychology 1975
Areas of Expertise (9)
International Human Resource Management
Training Design & Development
Creativity and Innovation
Management & Leadership Development
Managing Organizational Change & Development
Human Resource Management
Industry Expertise (3)
Training and Development
Charlie Vance and Rebecca Bergin
Chapter 9 of "Creating Business Value and Competitive Advantage with Social Entrepreneurship." Social entrepreneurship extends beyond home country borders as individuals seek to find meaning and share passion with the world. The globalization of corporations and individuals has resulted in a surge in expatriate social entrepreneurs. These individuals have broken down barriers to pursue a passion and increase social awareness around the globe. This chapter describes an international career model of five different forms of expatriate social entrepreneurs or “social expat-preneurs” within the broader international career construct of self-initiated expatriates—(1) pre-departure, (2) transitioned, (3) retired senior, (4) avocation-driven, and (5) social expat-intrapreneur—with vivid examples of each form. This chapter also outlines benefits to host countries and examines the importance of further research.
The purpose of this paper is to introduce the emerging international career phenomenon of the “expat-preneur,”an individual temporarily living abroad who initiates an international new venture (self-employment) opportunity in a host country.
This exploratory study examined the nature of convergence versus divergence among perceptions of 440 host country national employees in Thailand, Hong Kong, and PRC China related to widely recognized methods for conducting workforce training. Results revealed differences among five resulting major training method factors. In addition, the Hong Kong and PRC samples showed a more similar pattern, suggesting that shared Chinese ethnicity can have a stronger influence on perceptions of effective training practice than the pull toward convergence from globalization and exposure to Western practices. These results discourage assumptions of universal training method applicability and homogeneity among East Asian countries.
The effective management of talent on a global scale represents a critical challenge for today’s organizations. Beyond considerations about traditional company-assigned expatriates, this paper provides a valuable examination of global talent management issues involving self-initiated expatriates, an important source of global talent increasingly available in host country labour markets that has only relatively recently come to the attention of researchers. The paper discusses how central elements of talent management (i.e., identifying, recruiting, and selecting talent from the external labour market; developing employees; managing talent flows; ensuring retention of talented employees) can apply to the effective utilization of self-initiated expatriates, with direct implications for guiding the future work of practitioners and researchers alike.
Building upon previously developed and more general dual-process models, this paper provides empirical support for a multidimensional thinking style construct comprised of linear thinking and multiple dimensions of nonlinear thinking. A self-report assessment instrument (Linear/Nonlinear Thinking Style Profile; LNTSP) is presented and preliminarily tested across three studies with an overall sample of 778 respondents comprised of business students and managers. The results indicate that nonlinear thinking style consists of seven distinct, yet interrelated dimensions: intuition, creativity, values, imagination, flexibility, insights, and emotions. Convergent and discriminant validity estimates vis-à-vis a multidimensional creative thinking index and an emotional intelligence measure provide support for further development of the instrument. The implications of these results for future managerial cognition research are discussed, as well as potential practical applications of the LNTSP for management education and business practice.
This study on informal support networks bridges the traditionally disparate disciplines of personality theory and social network theory, and examines the impact of extroversion on the structure of support networks, as well as the relative contribution of network structure versus extroversion to a critical element of network effectiveness:
The purpose of this paper is to validate cognitive style (i.e. linear, nonlinear, and balanced thinking) with innovation intentions and behaviors. It was hypothesized that a balanced linear/nonlinear thinking style and the inclination toward more innovative intentions are strongly related.