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Charles Vance, Ph.D. - Loyola Marymount University. Los Angeles , CA, US

Charles Vance, Ph.D.

Professor of Management, College of Business Administration | Loyola Marymount University

Los Angeles , CA, UNITED STATES

Chair, Department of Management

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Biography

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.

Education (3)

Syracuse Univeristy : Ph.D., Organizational Training/Learning 1981

Brigham Young University : M.A., Organizational Behavior 1977

Brigham Young University: B.S., Psychology 1975

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Areas of Expertise (12)

Human Resource Management Training and Development Organizational Development Management Personnel Management Talent Management Employee Relations Performance Management Recruiting Employee Engagement Deferred Compensation Coaching

Industry Expertise (3)

Education/Learning Research Training and Development

Articles (6)

The expat-preneur: Conceptualizing a growing international career phenomenon Journal of Global Mobility

2016-06-20

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.

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A Comparative Analysis of Training Method Convergence vs. Divergence in East Asia International Journal of Learning and Development

2015-12-04

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.

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Recognizing the Important Role of Self-Initiated Expatriates in Effective Global Talent Management Human Resource Management Review

2015-09-01

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.

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Linear and Nonlinear Thinking: A Multidimensional Model and Measure Journal of Creative Behavior

2014-02-25

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.

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Examining the Interaction of Extroversion and Network Structure in the Formation of Effective Informal Support Networks Journal of Behavioral and Applied Management

2014-01-15

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:
trust.

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Cognitive Style and Innovation in Organizations European Journal of Innovation Management

2014-01-01

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.

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