Douglas Hall

Careers In Context (with Jon P. Briscoe, Wolfgang Mayrhofer) London:  Routledge, 2011

A report on the Cross-Cultural Collaboration on Contemporary Careers, a study of the meaning of career and the personal definitions of success in all seven regions in the world. Also examined are generational and occupational differences, as well as implications for individuals, managers, and organizations.

Career management & work-life integration Thousand Oaks, CA:  Sage, 2007

Careers in and out of organizations2002

The career is dead -- long live the career: A relational approach to careers1996

"A Relational Approach to Learning and Development"

The most critical skill for any leader in the new economy is knowing how to learn. But how do learners learn? In the past, people learned from formal educational experiences, such as university programs and training seminars. In contrast, today a major source of learning is relationship: we do much of our learning through connection with other people. This case looks at the qualities, causes, development, and consequences of such relational learning.

"Ingar Skaug and Wilhelmsen Lines: Leadership in Organizational Transformation (A-C)"

In Case A, Wilhelmsen Lines, a Norwegian shipping company, had just incurred a devastating loss. A plane carrying fifty of its employees, including the managing director, had just crashed with no survivors. Wilhelmsen Lines now struggled to come to terms with the loss and fill the positions left empty. After careful consideration, Ingar Skaug was hired as the new managing director. As Skaug began his new position, he faced the challenge of a grief stricken company that needed to rebuild. This case provides background information and a brief summary of the current situation at Wilhelmsen Lines. Case B focuses on Ingar Skaug's initial actions as CEO of Wilhelmsen Lines and on the techniques he used to change the company. He wanted to change to a value-centered approach and made the company's philosophy "motivated and competent employees lead to higher profits." This case also provides an in-depth look at the organizational development (OD) process in action at a large employee seminar in the U.S., and introduces Odd Sollien, director of business services. Case C gives a brief look at how Ingar Skaug was perceived in the company after six years in the top management position. The case also examines climate scores alongside financial indicators of the company, raising interesting questions about the dollar value of Skaug's approach to leadership. It also tells the story of Wilhelmsen's integration with another shipping line, Den Norske Amerikalinje, bringing up the question, "What should a leader do when attempting to integrate a carefully developed culture with that of another organization?"

"Starbucks: The Coffee Phenomenon"

This case is a company analysis of Starbucks and its current role as the leader in the specialty coffee industry. It provides company background and current policies in regards to employees and product and location expansion. Starbucks had grown exponentially in the past ten years. It had gone from 11 stores in 1987 to around 700 stores in 1995 and was continuing to grow. Starbucks was now teaming up with Dreyers Grand Ice Cream, Inc. to produce at least five different coffee-flavored ice creams. Would Starbucks be able to compete in the competitive market of super premium ice cream? More importantly, were the company's short- and long-term growth strategies sustainable?

"Mentoring in a Context of Diversity and Turbulence"

This article reviews the many forms of mentoring that are emerging in corporate settings. Cross-gender and cross-race mentoring are also explored and strategies for addressing the complexities of building relationships across gender, racial, and ethnic boundaries are discussed. Individual and organizational intervention implications are outlined.

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"Mentoring and Stress: Unexpected Findings in a Case of Corporate Downsizing"

A study of engineering managers and their role as mentors during corporate downsizing. Surprisingly, many become more interested in mentoring during periods of cutbacks as a way of staying engaged at work, and contributing to self-esteem and personal satisfaction.

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"Promoting Work/Family Balance: An Organization Change Approach"
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"Senior Executive Development as a Competitive Advantage"
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"Telecommuting and the Management of Work-Home Boundaries"
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