Current Position: Universitätsprofessor, Webster University Vienna, private university, Austria Country of Origin: Austria

Courses taught at Webster

• Organizational behavior (undergraduate)
• Human resource management (undergraduate)
• Compensation (undergraduate)
• Organizational behavior (graduate)
• Compensation (graduate)
• Staffing  (graduate)

Education

• Dr. rer. soc. oec. (sociology), Johannes-Kepler University Linz, Austria, 1999
• Mag. rer. soc. oec. (business administration), Johannes-Kepler University Linz, Austria, 1992
• M.Sc. (industrial relations), Loyola University Chicago, 1991
• Mag. rer. soc. oec. (sociology), Johannes-Kepler University Linz, Austria, 1984

Background and Facts

Born and raised in Upper Austria, I lived abroad from 1987 until 2005. My wife, a journalist who worked for Reuters for 16 years, is from Chicago. Our daughter is currently a student at Penn State University in University Park, PA.

 We lived and worked in Chicago (5 years), London (3 years), Frankfurt (2 years), Madrid (3 years), and again London (6 years) before moving to Vienna. I have worked in human resource management for about 10 years for one FT-100 and two Fortune-100 companies. The rest of my work experience is in academia and executive education. Before coming to Austria I worked for four years at Ashridge Business School as director of the 1-year MBA, director for some corporate client programs, as well as tutor on the MBA and executive education programs. I have been with Webster University Vienna since mid-2005.

 My teaching philosophy is that one cannot teach anyone, one can only stimulate their learning. Every individual is equipped with a sense of curiosity that is the basis of learning. Only if a teacher can tap into the learner’s curiosity will learning take place. An important additional enabler of learning is a non-threatening atmosphere. People, who are tense or anxious, are pre-occupied and unable to learn to the full extent of their abilities. Therefore, I prefer a non-directive approach to teaching where I try to create a friendly and relaxed atmosphere. I try to stimulate curiosity by enlivening the academic frameworks with my practical knowledge from years in business.

 My research revolves mostly around the expatriate experience. It covers its various aspects such as adjustment to other cultures, family issues, and impact on careers. In addition, I do research into the general aspects of human resource management in collaboration, for example, with colleagues from Eastern Europe.

 My private life is focused on our family. Being from two different continents and having spent most of our time in third countries, our vacation headings are mostly to Chicago or to Upper Austria. We spend whatever leisure and vacation time is left hiking in the mountains, biking around the country, and on sightseeing trips. Especially during winter months, I like to sit in a comfortable chair and read.

Selected Publications

• Haslberger, A. (2011). Workplace spirituality and expatriate assignments: What are the issues? Journal of Management, Spirituality and Religion, in print.
• Vaiman, V., Marshall, S., Napier, N., Taylor, S., Haslberger, A., & Anderson, T. (2010). The End of a ‘Period’: Sustainability and the Questioning Attitude. Academy of Management Learning & Education, 9(3).
• Haslberger, A. (2010). Gender differences in expatriate adjustment. European Journal of International Management, 4(1/2), 163-183.
• Haslberger, A., & Brewster, C. (2009). Capital gains: expatriate adjustment and the psychological contract in international careers. Human Resource Management, 48(3), 379-397.
• Haslberger, A. (2008). Expatriate adjustment: A more nuanced view. In M. Dickmann, C. Brewster & P. Sparrow (Eds.), International Human Resource Management: A European Perspective (2nd ed., pp. 130-149). Abingdon: Routledge.
• Haslberger, A., & Brewster, C. (2008). The expatriate family: an international perspective. Journal of Managerial Psychology, 23(3), 324-346.
• Haslberger, A., & Esarey, S. (2007). Off Ramp – Or Dead End? (Case study). Harvard Business Review, 85(2), 57-62.