Introduction: service work and its implications for HRM

This article draws on our four case studies to examine the nature of the relationships between ABB and its Canadian subsidiaries. Starting from a critical review of the literature, it develops a framework that is sensitive to three levels of analysis: the factors that shape the parent corporation's strategies, the characteristics of the host countries in which the MNC operates and the characteristics of the local subsidiaries themselves. The empirical material illustrates how innovation is generated by a two-way process, in which the initiative of corporate leaders challenges the ‘interpretation’ of local actors. In doing so, we point to a number of key omissions in the influential attempt by Bartlett and Ghoshal to use ABB to develop a managerial theory of the firm. This research also leads to broader considerations regarding the interface between markets and organizations. As distinct from the orthodox view, a transnational corporation may be conceived as a mediator between the market and a local subsidiary. In many ways, the global corporation channels and mediates the impact of external market forces on internal organizational actors, through a process involving the exercise of politics and power. The article has significant implications for decision making on human resource management. In particular it stresses that local managers, local unions, and employees can think and act strategically only in as far as they properly assess the limits of their respective sphere of organizational autonomy within the corporation.     

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.     

A cybernetic view of environmental management: the implications for business organizations

Current environmental management practice is judged to be mechanistic and based on previous experience with health and safety and with quality management systems. In support of the claim that systems approaches to management are required, the question is asked: what is the systemic nature of environmental management and will it lead an organization towards some concept of sustainable business practice? To try and answer this question the Viable System Model (VSM) developed by Stafford Beer was used to analyse current environmental management practice from a systems perspective in seven manufacturing organizations. The findings suggest that significant structural changes in organizations will be necessary as well as changes in management practices (core competencies) and attitudes if organizations are to become viable. Tomorrow's business strategy is likely to be driven much more by cooperation rather than by competition. Some possible implications for business are: (1) Corporate portfolios will be organized around the supply chain (or flows of energy and materials) instead of products and markets. (2) Strategy will not only continue to be made at the corporate and business unit levels but also at the industry level. (3) Such developments will require much higher degrees of integration and cooperation than is currently practised between companies. © 1997 John Wiley & Sons, Ltd and ERP Environment.     

Women and expatriate work opportunities in Austrian organizations

Previous research has indicated that female managers are still a minority among expatriate staff. As studies dealing with this topic from a European perspective are still more than rare, this study focuses on the situation of female expatriates in Austrian companies. After surveying the TOP 500 organizations and the largest banks, insurance and consulting companies in Austria, results showed that – although women are still under-represented in international management – among nearly one quarter of the respondents, women who have already succeeded in breaking through the glass ceiling of local management are also succeeding more frequently in getting postings abroad. Moreover, the limited representation of female expatriates was explained primarily by a general lack of female talent available for the functions which are relevant for international positions, second, by prejudices of host-country nationals towards female managers and, third, by a lack of interest shown by women in global assignments due to personal reasons. This paper reports on a questionnaire distributed to human resource managers and provides more insight into the subject of female expatriates. It begins by reviewing the literature dealing with women in international management before analysing the matter of under-representation of female expatriates from a different perspective and asking for the reasons why female managers are not sent abroad by Austrian companies. Then the research method is discussed before the findings are presented and their implications discussed in terms of future research.     

Managerial perceptions of corporate environmentalism: interpretations from industry and strategic implications for organizations

Environmental issues are becoming increasingly important in organization theory and practice. Corporate environmentalism is emerging as a process of addressing environmental issues facing business firms. In this paper I examine managerial perceptions of corporate environmentalism and describes how key organizational members interpret the relationship between their firm and the biophysical environment. Corporate environmental orientation and environmental strategy focus are two themes of corporate environmentalism that emerge from the study. I discuss managerial perceptions of regulatory forces, public environmental concern, top management commitment and need for competitive advantage, and how perceptions of these factors might translate into environmental strategies. I conclude by discussing implications of corporate environmentalism for organizational theory and practice.     

Power shifts in organizations: the role of high-performance work systems

This paper analyses the effects of high-performance work systems (HPWS) on the rent appropriation of employees and shareholders in firms from the viewpoint of appropriation theory. Applying a meta-analytical approach I test the hypothesis that HPWS shift the balance of power between stakeholder groups in an organization, favouring employees over other stakeholders. This hypothesis is confirmed. However, the overall results of HPWS are positive for both stakeholder groups, as HPWS also increase firm value creation. My study also emphasizes the need to decompose the construct ‘firm performance’ into value creation and value distribution among stakeholder groups. Directions for future research and recommendations for management practice conclude the paper.     

Catching up on competitors: how organizations can motivate employees to work harder

The paper is an attempt to explain why some organizations are more competitive than others in terms of their human resources. It establishes under what circumstances some employees exert extra effort beyond the level required to keep their job and to get promotion by exploring the role of motivational forces that may complement the calculative considerations as suggested by expectancy theory. In a multivariate analysis proxies for five motivational mechanisms were tested, based on need theory, positive work disposition, intrinsic motivation, behavioural commitment as implied by organizational roles and social exchange theory. It emerged that all of them make their own contribution to the explanation of extra work effort.     

Whistleblowing at work: ingredients for an effective procedure

The author rejects the conventional view that whistleblowers are troublemakers and urges managers to treat them as dedicated individuals who provide a valuable safety net when other forms of regulation fail. Since external disclosures are clearly undesirable, the challenge for managers is to devise procedures which positively encourage the internal reporting of concerns. In discussing the ingredients of an effective procedure, the article examines the Nolan Committee's principles of best practice, draws upon empirical research conducted in the United Kingdom and points to some overseas experience. The author concludes that those who have introduced reporting procedures see them as contributing to their image as both an ethical and efficient organisation.     

Career development and participation at work: Time for mating?

Both career development and participation at work activities have emphasized a “prospecting” approach to inquiry. Although jointly inspired by the humanistic ethic, the two ventures have grown as separate streams of inquiry through their distinct responses to economic, hierarchical, technological, reductionist, and systems imperatives about work. A contrasting “mating” approach to inquiry is proposed, with the various imperatives becoming redefined as shared objects for further study. The proposal is supported by a set of diagnostic questions, and illustrated by a comparison between separate “Knowledge for Pay” and “Pay for Knowledge” human resource management initiatives. The possibility of broader application of the mating principle to other human resource management efforts is briefly considered.     

Organizational decline,extended work life and implications for faculty planning

Following several decades of expansion that facilitated growth and development of opportunities for faculty, projections of declining enrollment of students and postponed retirement of senior faculty have created a renewed interest in human-resource planning for universities. This paper proposes a planning framework that focuses in particular on the consequences of exogenous changes for internal faculty promotions and draws attention to tradeoffs among potentially competing objectives. A goalprogramming variation is applied to a fractional flow model of organizational mobility, and is illustrated by simulation of five-year planning scenarios at a large liberal-arts college.     

A conceptual review of the love-hate relationship between technology and successful aging at work: Identifying fits and misfits through job design

Previous research suggests that technology can both enhance and undermine successful aging. However, few studies have combined insights on aging and technology in the work context. This paper aims to contribute to the literature on successful aging at work and STAARA technology by integrating these two literature streams through a job design perspective in a conceptual review. Based on insights from the literature on successful aging at work and technology we propose that STAARA technology can facilitate successful aging at work by reducing physical and emotional demands and increasing skill variety, autonomy, and support. Whereas STAARA technology can also harm successful aging at work by reducing autonomy, skill variety, and social support. Self-regulatory behaviors, an open workgroup climate, and HRM practices can help to minimize the potential misfit between technology and aging at work, whereas age discrimination is an important constraint. The propositions of this paper should be tested in future research.     

The next generation of workers in Australia: their views on organizations,work and rewards

This study draws upon a small sample of university students in Australia to investigate how organizational preferences are related to different attitudes about work and reward. It extends past sectoral research to analyse both sectoral and organizational differences, and looks beyond individuals who are working in the sectors and organizations, to those who aspire to enter the various sectors and organizations, and therefore is valuable for recruitment. Apart from a few exceptions, the respondents in this survey who intend to enter the different sectors in the near future appeared to be largely motivated by job attributes which are similar to those reported in past studies on the employees in these sectors.     

Making the area agencies on aging work: the role of information

Under Title III of the 1973 Older Americans Act over 500 Area Agencies on Aging (AAA) have been established for the purpose of planning and coordinating services for the elderly. Critics claim the AAA's are doomed to failure because they do not control the budgets for services for the elderly. We show that a more crucial factor is meaningful planning information and demonstrate that AAA's can be effective as planning and coordinating agencies by operating as centers of information and analysis, either with or without budget control.