Leadership for Collaboration

Abstract

‘Leadership’ and ‘collaboration’ are integral to twenty-first century governance and management but, despite a growing literature, understanding about leadership for collaboration is hampered by a lack of specificity and nuance in theory and empirical research. This article responds to these limitations by working within an interpretive framework and employing Q-method to uncover different interpretations of leadership for collaboration operant among public managers in Wales. The article uses the concept of situated agency to explain why public managers offer diverse interpretations of leadership for collaboration despite working within the same governance framework, and to identify challenges to public managers in determining appropriate leadership for collaboration.     

Actions speak louder than words: how employees mind the implementation gap

Abstract

Integral to employees’ working lives are the HR policies and more importantly, the practices that follow those and their implementation, which employees experience directly. To date, research on HR implementation considers how HRM is ‘done to’ employees by management and therefore ignores the agency of individuals to shape how HRM is ‘done to them’. Taking the perspective of employees, in a qualitative study of female lawyers, this paper examines employees’ roles in shaping HR implementation, addressing a lack of understanding about the role of ‘others’ in the process. Drawing on the concept of social power, the article focuses on the implementation of agile working practices within UK-based law firms. It finds that despite lacking legitimate position power to influence processes, employees draw on a variety of other power sources (e.g. referent, information, coercive) and tactics (e.g. leveraging membership of professional networks) in order to influence their working environment with respect to HR policy and practice, particularly in response to perceived implementation gaps. The current study underlines that employees may be integral to bridging the gap between policy and practice and therefore to ensuring the link between HRM and organisational performance. It also proposes that behavioural responses to HR practices should be considered in future theorising of the HRM-performance relationship.     

Absence and Variant Modes of Presence of Management Accounting in New Product Development – Theoretical Refinement and Some Empirical Evidence

Abstract

The purpose of this explorative multi-organisation study is to describe and explain absence and variant modes of presence of management accounting (MA) in new product development (NPD), and to problematise further the equivocal results and paradigm shift regarding the role and relevance of management control system (MCS) packages in innovative and uncertain environments, in particular, why there are environments without formal management controls such as MA. The study refines, and in certain respects develops the theory of MA absence by combining it with the theory base of MA change and stability. The theoretical analysis suggests that a wide variety of factors may explain the absence or the mode of presence of MA in NPD. These identified explanatory factors are analysed further within the developed theoretical framework. The strongest empirical evidence for MA absence arises from technical, economic and functional factors. Furthermore, lack of reasons-for-adoption of MA systems and other forms of control associated with engineering-oriented culture lead to MA absence in NPD. The empirical findings also reveal a number of variant modes of MA presence with only the ‘accounting thinking’ and concepts adopted in NPD. The contribution of the study extends from the refinement of the theory of MA absence towards increasing the understanding of the evolution, change, stability and relationship of various elements of MA systems, and the dynamics of MCS in general.     

HR accounting as a measurement tool

In tracing the history of human resource accounting, most reviewers would agree that the topic is now experiencing something of a revival. This research set out to explore why HR accounting is regarded as important, to whom it is important and its links with organisational and HR strategies. We used a survey‐questionnaire approach to gather data. A scale was developed measuring the extent to which respondents thought each item reflected their organisation's view on the importance of measuring of human resources. Component analysis revealed two reasons why measuring human resources is perceived as being important. The first illustrates the view that ‘measurement reflects the strategic and competitive importance of human resources’, while the second suggests that,‘to earn credibility, HRM must be expressed in financial terms’. Further analysis highlighted the importance of senior management and financial managers' support for measuring human resources and drew attention to what may appear to be a ‘hard view' of HRM held by HR managers in relation to why they consider this important.     

THE EMPIRICAL MERIT OF STRUCTURAL EXPLANATIONS OF COMMODITY PRICE VOLATILITY: REVIEW AND PERSPECTIVES

This paper presents both the history of and state‐of‐the‐art in empirical modeling approaches to the world commodity price volatility. The analysis builds on the storage model and key milestones in its development. Specifically, it is intended to offer a reader unfamiliar with the relevant literature an insight into the modeling issues at stake from both a historical and speculative viewpoint. The review considers primarily the empirical techniques designed to assess the merits of the storage theory; it does not address purely statistical approaches that do not rely on storage theory and that have been studied in depth in other streams of the commodity price literature. The paper concludes with some suggestions for future research to try to resolve some of the existing empirical flaws, and hopefully to increase the explanatory power of the storage model.     

Employee perceptions of HR practices: A critical review and future directions

Abstract

Scholars are directing more attention to employee perceptions of human resources (HR) practices and have explored issues such as whether and how employees’ idiosyncratic or collective perceptions of HR practices shape employee outcomes. To further this area of research, we seek to determine what authors mean when they refer to “employee perceptions of HR practices”. We review 105 articles from leading human resource management journals and find that employee perceptions of HR practices is not a monolithic concept. Rather, following previous scholars, we identify three distinct components of employee perceptions of HR practices: the ‘what’, ‘how’, and ‘why’. We critically summarize extant literature on these three components of employee HR perception and propose future research directions, including enriching the theoretical foundations of HR communication, embracing cross-national contexts, and enhancing practical relevance.     

Do industries matter?

This paper poses the question ‘Do Industries Matter?’ in order to shed light on what observation-based Industry Studies researchers can offer empirical economists using large-scale datasets. I argue that industries matter from three distinct perspectives. First, the methodological approach in Industry Studies adds value to economists' normal activity of testing and generating theory. Data collected using Industry Studies methods can lead to new ideas and theory-building. Second, industries matter as they provide an institutional and historical context in which to study firms and workers. Such context improves the interpretation of how and why different practices and institutions fit together in specific industries. Third, recognizing differences in what is meant by an industry improves our ability to interpret specific ‘industry dummies’ in regressions.     

CHALLENGES TO THEORY DEVELOPMENT IN ENTREPRENEURSHIP RESEARCH*

Why do some new ventures succeed while others fail? What is the essence of entrepreneurship? Who is most likely to become a successful entrepreneur and why? How do entrepreneurs make decisions? What market, regulatory, and organizational environments foster the most successful entrepreneurial activities? Entrepreneurship research is plagued by these and other fundamental unanswered questions, for which there does not exist a cohesive explanatory, predictive, or normative theory. In this article we identify major challenges for entrepreneurship theory development, and offer insights into promising directions for future research. Our conclusion suggests that it may be too ambitious to expect a complete and robust theory due to the interdisciplinary nature of entrepreneurship. However, we show that by integrating perspectives and by applying analytic, empirical and experimental tools from a range of fields, some of the fundamental questions can be answered.     

Challenging ‘strategic HRM’ and the relevance of the institutional setting

One of the more fundamental aspects of the ongoing debate about the added value of HRM relates to ‘best’ practice versus ‘best‐fit’. Best practice suggests the universal success of certain HR practices, while best‐fit acknowledges the relevant impact of contextual factors. We argue that differences in embeddedness and in institutional settings between, for example, countries affect the nature of HRM. To understand this phenomenon, we are in need of additional theory. In this article we will use the theory of new institutionalism as a better way to understand the shaping of HR policies and practices in different settings. After a concise review of the latest debates in the area of strategic HRM, in which the resource‐based view is the dominant perspective, we turn to an analysis of HRM in different institutional settings, which suggests the need for additional theory: ie new institutionalism. We offer propositions to explain the impact of different institutional mechanisms, including coercive, normative and mimetic ones, on the shaping of HR policies and practices in organisations. The remainder of the article then focuses on possible implications for practitioners, theoretical implications for future research, and challenges for strategic HRM.     

The Missing Link Between the Theory and Empirics of Path Dependence: Conceptual Clarification,Testability Issue,and Methodological Implications

Path dependence is a central construct in organizational research, used to describe a mechanism that connects the past and the future in an abstract way. However, across institutional, technology, and strategy literatures, it remains unclear why path dependence sometimes occurs and sometimes not, why it sometimes lead to inefficient outcomes and sometimes not, how it differs from mere increasing returns, and how scholars can empirically support their claims on path dependence. Hence, path dependence is not yet a theory since it does not causally relate identified variables in a systematized manner. Instead, the existing literature tends to conflate path dependence as a process (i.e. history unfolding in a self‐reinforcing manner) and as an outcome (i.e. a persisting state of the world with specific properties, called ‘lock‐in’). This paper contributes theoretically and methodologically to tackling these issues by: (1) providing a formal definition of path dependence that disentangles process and outcome, and identifies the necessary conditions for path dependence; (2) distinguishing clearly between path dependence and other ‘history matters’ kinds of mechanisms; and (3) specifying the missing link between theoretical and empirical path dependence. In particular, we suggest moving away from historical case studies of supposedly path‐dependent processes to focus on more controlled research designs such as simulations, experiments, and counterfactual investigation.     

Organizational capital and the choice between specialization and diversification

This paper specifies a model in which the preservation of organizational capital is the principal factor motivating corporate diversification decisions. Alternative hypotheses of the determinants of diversification are then subjected to empirical test with data for 96 US industrial firms in the 1967–71 period. Consistent with the model, variables associated with unfavorable expectations on the marginal returns to investment in existing activities proved dominant in explaining ‘desired’ increases in diversification. Alternative explanations, namely, the role of managerial attributes, of absolute advantages of some firms, and of opportunities created by research and development, had more modest explanatory power.     

探讨用科学发展观推进科研企业创新力建设

科学发展观是一个全新的理念和思维方式,是对旧发展现的扬弃和转换,是以人为本,全面、协调、可持续的发展观。创新型科研企业是科学技术向生产力转化的重要桥梁,是社会发展的基本力量。针对目前大多数科研企业存在自主创新能力不够的问题,依据科学发展现理论,以构建社会主义和谐社会为目标,以建设创新型国家为基点,以探讨推进科研创新力建设为主要内容,对贯彻落实科学发展观、全面提升科研企业核心竞争力进行了思考。思考表明:要又好又快地推进科研创新力建设,切实增强科研企业的自主创新能力和核心竞争力,最为重要的是坚持创新型人才的培养,坚持发展战略创新、管理创新、制度创新、技术创新、文化创新和市场创新。     

Economic Crime as Hiding Behavior

The article introduces "hiding behavior" as a concept for understanding why people conceal economic problems and solve them by committing crimes. This concept's theoretical purport, empirical applicability, and relevance for the research area are considered through an analysis of an empirical case. An explanatory model is then developed, focusing on the concrete social relations in which hiding behavior originates and in which it remains embedded. From case studies we see how hiding behavior is situated in social relations characterized by a specific form of uncertainty arising from engulfment and isolation. In these relations money plays a central role, providing a medium for action-coordination essential in the incidence of economic crime. Finally, the explanatory power of the proposed conceptual model is discussed, with several possible refinements suggested for it.     

Information technology for sustainable supply chain management: a literature survey

In supply chain management (SCM), two topics have gained importance over the last years. On the one hand, sustainable SCM (SSCM) has become increasingly relevant and many publications have contributed to the topic. On the other hand, information technology (IT) is being progressively considered as a key enabler for efficiency in supply chains. Several research efforts have contributed to the field of IT for SSCM. However, this paper is the first recent attempt to summarise the current state of the art of how IT can affect SSCM in any structured way and to compare it with IT for ‘general’ SCM to give guidance for future research. This paper surveys 55 peer-reviewed articles that were retrieved through keyword searches (until May 2014). The analysis identifies research deficits as well as a lack of scientific discourse employing empirical techniques and a lack of investigations on the social sustainability. Additionally, possible topics for further research were derived by comparing the survey’s results with the current research on IT for ‘general’ SCM following the analysis of 631 articles. Six fields could be identified, namely output/effects of IT, machine communication and multiagents, inputs and IT-supported processing, IT-enabled interorganisational exchange, quantitative IT approaches and a sector focus.     

Managing human resource for competitive advantage: a study of companies in Singapore

We see two major streams of research in the strategic human resource management literature: (1) the link between strategy and human resource (HR) practices and (2) the link between HR practices and firm performance. There is a plethora of theoretical perspectives on the first link. Unfortunately, there is not much empirical work. The second link has seen a spate of empirical studies. However, most of them embrace the universal perspective and the role of strategy as a contingency has not been adequately addressed. This could potentially result in the underestimation of the impact of HR practices on organizational performance. This study addressed the above two weaknesses in previous research in the strategic HR management field. Using a sample of about 200 of the largest companies representing all major industries in Singapore, we found that organizational strategy affects HR practices. Moreover, findings suggest that the strategy-HR interaction accounts for more variation in firm performance than the main effect of HR. Implications of the findings are discussed.     

The benefits of global teams for international organizations: HR implications

Abstract

In this special issue we aim to advance the theoretical, conceptual and empirical knowledge about the relationship between global teams and human resource management in international organizations. We argue that although the prevalence of global teams in international organizations is rapidly rising, simultaneously affecting the management of firms on global, regional and local levels, the response of firms and scholars alike to such changes has been slower, especially in the area of IHRM. The HR function in organizations could play a vital role in understanding, managing and leveraging the benefits of global teams to ensure that they contribute positively to the performance of firms, organizational units, and people. We demonstrate that there is still a disconnect in this respect and we highlight several areas in which the increasing use of global teams may challenge our conventional understanding of IHRM issues, and at the same time offer solutions for improvement in international organizations. The selected articles in this special issue provide both theoretical and practitioner implications by highlighting the need to explore the relationship between global teams and IHRM more generally and fully, as well as the need for HR practitioners and IHRM scholars to focus more on the ‘human’ and less on the ‘resources’ aspect. We trust that readers of this issue will agree that the articles all offer novel insights into key issues that open new avenues for further research in this nascent yet promising area.     

The emergence of bifurcation bias from unbalanced families: Examining HR practices in the family firm using circumplex theory

Family firm human resource (HR) research focuses largely on examining differences in HR practices between family and nonfamily firms or between family and nonfamily employees within family firms. Few studies, however, attempt to explain why these differences emerge. We offer insight into the source of heterogeneous HR practices by investigating attributes of the owning family. We integrate a primary family science perspective, circumplex theory, to describe how an unbalanced family structure leads to unbalanced HR systems in the family firm. An unbalanced HR system is depicted as a form of bifurcation bias, or the asymmetric treatment of family and nonfamily employees via the family firm's HR practices. By integrating and extending circumplex theory into the family firm, insight is offered into how the structure of the family system influences the structure of the family business HR system, thus impacting firm outcomes. Implications for both scholars and practitioners are offered.     

A framework for understanding the effects of past experiences on justice expectations and perceptions of human resource inclusion practices

As organizational diversity becomes increasingly common, human resource departments must learn to effectively manage heterogeneity through the development of inclusionary practices. Although HR diversity and inclusion (D&I) practices seem like an adequate solution to workplace diversity, employee past experience and anticipatory justice regarding the fairness of HR initiatives may offer an explanation as to why such practices are not always successful at leading to positive perceptions and outcomes across employees. To begin to address this question, we use theory on uncertainty management to describe the role of cognitive biases on recollections of past experiences, and the role of anticipatory justice on fairness perceptions. Moreover, we argue for several moderators of the past experience—justice expectations and of the justice expectation—justice perceptions relationships. The contributions of this proposed framework are discussed as are directions for future research and practical implications.     

Organizational political climate: Shared perceptions about the building and use of power bases

Organizational politics continues to be acknowledged as a real and important dimension of organizational functioning. Most research has focused on ‘perceptions of organizational politics’ where organizational politics is conceptualized negatively and its relationship with detrimental individual and organizational outcomes is demonstrated. We argue that organizational politics can be conceptualized as a multi-dimensional climate level construct and that ‘organizational political climate’ can be both functional and dysfunctional. We propose and explain a four dimensional model of organizational political climate informed by existing theoretical perspectives on power bases. The four key dimensions are represented by the building and use of personal power, positional power, connection power and informational power. We also highlight the need for a comprehensive measure of organizational political climate which is underpinned by the four dimensions and which enables an assessment of the extent to which the organizational political climate is functional and/or dysfunctional. In summary, we recommend that HR practitioners seek to understand the functional and dysfunctional dimensions of organizational political climate and implement practices to foster a positive political climate. We overview practical implications for HR managers and suggest a future research agenda.