The dynamic organizational contexts of executive succession: Considerations and challenges

Given the increasing changefulness of organizational circumstances, the change and transition role of executives takes on increasing prominence. This essay describes the dynamic context related to the organizational life cycle, evolutionary and planned change, and cultural transformation. Executive roles that provide guidance for executive assessment and development, and especially for selection, are explicated.     

人力资源会计研究现状综述

人力资源会计是会计学科发展的一个新领域,是人力资源管理学与会计学相互渗透形成的新型会计理论。从上个世纪60年代人力资源会计这个概念被首次提出之后,通过坚持不懈的研究,人力资源会计已逐步建立起一套较完善的理论体系。但不可否认,在人力资源会计的研究上仍然存在着许多问题,本文通过对近几年关于人力资源会计的有关论文的分析总结,指出目前我国人力资源会计研究中存在的一些问题并对其发展方向提出了建议。     

Representative voice in different organizational contexts: a study of 40 departments of a Dutch childcare organization

‘Representative voice’ can be defined as actions in which one or more speakers represent others when speaking up about a problem at the workplace or making a suggestion. The purpose of this paper is to introduce the concept of representative voice, assess the frequency of its occurrence and examine department characteristics associated with its frequency. We present a theoretical framework and develop and test hypotheses about the effects of characteristics of the departmental context on the frequency of representative voice. Our focus is on organizational design features, i.e. characteristics that can be directly implemented by management. Data on 40 departments of a large Dutch childcare organization suggested that representative voice occurred in most of the organization's departments, although not frequently. Multilevel analyses showed that representative voice was best predicted by the presence of shared problems. Further, representative voice was more frequent in departments in which employees worked directly with clients (i.e. children), and in larger departments. Frequent contact with the department's manager and among the department's employees had no effect.     

A multi-level understanding of trust development in contexts of blurred organizational boundaries: the case of crowdfunding

Are trust development processes in settings of blurred organizational boundaries different from those in conventional organizational settings, and if so, how? Taking the crowdfunding campaigns of the Fin-Tech Monzo as examples of settings of blurred organizational boundaries, we analyze how the three main trust forms (individual, organizational, and institutional trust) emerge and interact in the campaigns’ online discourse and develop a process model that captures distinct trust development dynamics. We contribute to the trust literature by highlighting increased dynamics and co-existence of trust forms, and by showing that the validation of extra-organizational boundary spanners is crucial to compensate for a missing personal interaction in settings of blurred organizational boundaries. We also contribute to the crowdfunding literature and derive managerial implications.     

Human resource management and organizational strategies in German- and US-owned companies

The development of the international economy over the past twenty years has bred considerable diversity in the form and substance of employment relations (labour-management relations, human resource management practices) throughout the world. Cases of ‘social partnership’ are today found in the ‘free market’ United States economy; some companies operating in Germany's ‘social’ market economy are rejecting traditional forms of social partnership in the name of more unilateral strategies.

This paper examines (a) the extent to which ‘strategic diversity’ – variation in human resource strategies and policies – is possible within the heavily institutionalized, co-operative and codeterminative German economy, and (b) how managers perceive the effects of different kinds of HR approaches on organizational change and industrial adjustment. It is based on empirical evidence drawn from seven large chemicals companies operating in Germany – three of them US-owned firms and four German-owned.

The main conclusions are that considerable strategic diversity is possible within the German context, and that managers perceive distinct costs and benefits to specific aspects of the typically American ‘unilateral’ style and the more German ‘negotiated’ approach to structuring the relationship with human resources. The paper concludes with a discussion of the implications of these trade-offs for the transferability of HR strategies across international borders, giving special attention to policies to avoid some of these potential costs.     

Human resource strategy: a process for managing the contribution of HRM to organizational performance

This paper describes human resource strategy as a management process, as part of emergent strategy formation. A framework is proposed to describe the different levels of analysis, societal, organisational and individual, which managers seek to integrate so that the meanings organisation members bring to their work are managed. The consequences of taking this approach as opposed to the rational view of HR strategy are outlined and the benefits of a processual, interpretationist perspective to the study of strategy for example by studying symbols and the processes of meaning construction are discussed.     

Technological capabilities,resilience capabilities and organizational effectiveness

Abstract

Previous research has defined resilience as a desirable characteristic for an organization and its members to possess when circumstances adversely change. Resilience is analysed through different perspectives as organizational responses to external threats, organizational reliability or employee strengths. However, the role of resilience in enhancing organizational effectiveness is not fully understood. Grounded in organizational ambidexterity, the current research tests the value of resilience capabilities developed through specific Human Resource Practices (HRPs) in the context of ever-changing market conditions. This paper argues that as well as technological capabilities, HRPs that build resilience within an organization are needed to successfully implement technological change. Resilience capabilities are a mediating factor between technological capabilities and organizational effectiveness, whilst environment dynamism and competitive intensity are moderators of this relationship. Using a primary sample of 205 manufacturing firms, a model is presented and tested using Structural Equation Modelling. The results reinforce the importance of HRPs in building resilience which helps firms to continuously adjust to change and subsequently enhance their organizational effectiveness.     

浅析信息化在人力资源管理应用中容易出现的缺失

企业在实施人力资源信息化过程中,经常存在某些缺失,从而会降低人力资源管理信息化的效率。文章着重分析信息化在人力资源管理中容易出现的缺失,并提出相应的应对措施。     

浅析信息化在人力资源管理应用中容易出现的缺失

企业在实施人力资源信息化过程中,经常存在某些缺失,从而会降低人力资源管理信息化的效率。文章着重分析信息化在人力资源管理中容易出现的缺失,并提出相应的应对措施。     

Internationalization of private firms: environmental turbulence and organizational strategies and resources

Profiles of exporting and superior-performing private small and medium-sized enterprises (SMEs) are presented. Multivariate regression evidence suggests that SMEs focusing upon an offensive and market differentiation strategy of product/service protection is associated with the propensity and the intensity of exporting. Exporting SMEs are also associated with younger and manufacturing firms as well as firms with product or service quality and/or technology resources. The perceptions by SMEs of external environmental turbulence were not significantly associated with the exporting-dependent variables. Most notably, variables associated with exporting SMEs are not the same as those associated with superior firm performance. Moreover, exporting firms did not report superior levels of performance. Implications for policy-makers, practitioners and researchers are discussed.     

A resource-based view of human resource management and organizational capabilities development

The aim of this research work was to analyse the role of human resource management in the development of organizational capabilities and its influence on the firm's performance from a resource-based view. Our results, from empirical research on a nation-wide sample of Spanish savings banks, suggest that human resource decisions, integrated in a human resource system, have an important influence on the development of organizational capabilities and on the firm's performance.     

Narcissism and Empowerment: How Narcissism Influences the Trickle-Down Effects of Organizational Empowerment Climate on Performance

The present study proposes a trickle-down model of employee empowerment in which empowerment climate at the organization level is positively related to the empowering leadership of team leaders and ultimately to individual task performance. Importantly, we hypothesize that team leaders’ and members’ narcissism can respectively inhibit and enable the cross-level empowerment process by affecting the intended distribution of decision-making authority and resources between team leaders and members. The analysis of data from 834 team members of 189 teams in 46 organizations reveals that organizational empowerment climate is positively related to team leaders’ empowering leadership when they are less narcissistic. Empowering leadership is positively related to individual task performance when team members are highly narcissistic. Finally, we observe that the combination of less narcissistic leaders and more narcissistic members is a condition under which the indirect effect of organizational empowerment climate on individual task performance through empowering leadership is positive.     

论柔性管理在高校人力资源管理中的应用

高校作为人才培养和知识创新的重要基地,其人力资源管理水平在很大程度上影响着高校的教育质量、科研水平和办学效益。文中分析了柔性管理的内涵与特征及高校人力资源管理中实施柔性管理的必要性,提出解决高校人力资源管理的对策。     

Emerging organizations' characteristics as predictors of human capital employment mode: A theoretical perspective

Entrepreneurship is important to capitalistic economies, and in management studies. Additionally, organizations recognize that human resources are imperative to survival. Although human resources is an important field, sparse theory has been applied to human resources in emerging organizations. Recognizing that emerging organizations are different from established organizations, we expand prior work in human resources and emerging organizations to introduce a human resource architecture of emerging organizations. We introduce a model for the employment mode of emerging organizations based on intentionality, resources, boundary, and exchange. We present propositions drawn from our theory, and conclude with implications and suggestions for research.     

Managing human reources for learning and innovation: a comparative study of Brazilian,Japanese and Korean firms

In this paper we develop a comparative study of the processes of organizational change which leading-edge technology firms are experiencing, particularly in terms of human resources management, which favour the learning and development process of employees and of organizations themselves. It focuses on the telecommunication industry in three countries: Japan, Korea and Brazil where qualitative research was conducted in eleven companies. The outcomes of the field research reveal innovative policies and practices in human resouces management, even though these are specific to each country. The specificities are mainly justified by the stage of development of each industry in the scenary of global competition. Nevertheless, all companies considered already show the traces that are required to consider them as learning organizations.     

Beyond traditional paternalistic and developmental approaches to organizational change and human resource strategies

This paper assumes that a critical determinant of success in the repositioning of an organization's corporate and business strategies is the internal capability of the organization to implement change through an effective management process. To overcome entrenched interest groups, tender-minded, incremental approaches may be contrasted with the tough-minded strategic orientation of those who advocate radical change. The argument of this paper is that contingent rather than universalistic approaches are required. ‘Soft’ and ‘hard’ approaches are not irreconcilable but are rather parts of a broad set of contingent choices available to decision makers.     

北部湾(广西)经济区人力资源开发对策研究

人力资源是经济增长及经济发展的决定性因素,构建北部湾经济区,加快人力资源的开发和利用刻不容缓。文章拟在对北部湾(广西)经济区人力资源开发对策进行研究,以期引起人们对这方面问题的关注。     

浅析现代企业人力资源的开发与管理

人才流失已成为困扰企业的一个普遍问题。不少企业通常采用事后留人的办法来留住关键人才,但这样的做法往往弊大于利。文章阐述了企业应改革用人机制,通过物质激励与情感激励的方式来做到事先留人。     

浅析现代企业人力资源的开发与管理

人才流失已成为困扰企业的一个普遍问题。不少企业通常采用事后留人的办法来留住关键人才,但这样的做法往往弊大于利。文章阐述了企业应改革用人机制,通过物质激励与情感激励的方式来做到事先留人。     

The relationship of mentoring and network resources with career success in the Chinese organizational environment

The relationship of mentoring and network resources, the two components of social capital, with career success was investigated in a sample of 113 Chinese white-collar workers. The findings suggested that the prevalence of mentoring in the Chinese workplace is substantially higher than in the Anglo-Saxon workplace, and that Chinese employees do not distinguish their network ties or Guanxi into expressive and instrumental. These results were in line with the presumption that mentoring is an integral part of the Chinese culture and with the view that network ties or Guanxi in the Chinese society cannot exist in a purely instrumental form. In contrast to hypotheses, however, the findings suggest a limited relationship between social capital and career success. In particular, the amount of mentoring, participants reported they had received, was related to their intrinsic career success but not to their extrinsic career success; and the amount of network resources or Guanxi was related neither to extrinsic nor to intrinsic career success. These results were largely at odds with the accumulated knowledge on the benefits of social capital for career success. The findings are discussed with respect to the changing nature of the Chinese business and organizational environment, and their implications for human resource practices.