Introducing Western-style HRM practices to China: Shopfloor perceptions in a British multinational

The management of host country employees is often portrayed as a particularly fraught dimension for multinational firms. The problems involved are considered exponentially greater when there are substantial institutional differences and “cultural distance” between the host country and a multinational firm's parent country, as is assumed to be the case for Western firms operating in mainland China. Based upon detailed case study research conducted at a UK-invested firm in China between 1999 and 2003 and a comparative study of a Chinese state-owned firm, this paper explores the veracity of such assumptions. The findings indicate that Western human resource management (HRM) practices can be transplanted successfully and questions the degree to which foreign-invested enterprises (FIE) need to adopt “the Chinese way of doing things”. Indeed, such practices can be innovative in the Chinese context and provide a competitive source of differentiation for multinationals as employees.     

Changing patterns of rewards in Asia: a literature review

The Asian growing economic importance has led to some important changes and developments in human resource management, such as rewards. The purpose of this article is to review the literature of rewards in Asia within the field of management. The study examines papers published in 33 leading international academic management journals between 1990–2007. A summary of the topics analysed, methodologies used, main themes developed, and future research directions is presented.     

Human resource management: Challenges for graduate education

Despite a recent paradigm shift in many firms from an employee advocate model to a strategic business partner model, human resource (HR) management is still seen by some as not adding value to organizations. This article briefly summarizes a few of the challenges for HR graduate education at both the master's and doctoral degree levels. Emphasis is placed on the ever-increasing need to produce human resource professionals and managers, in general, who recognize and appreciate the value and relevance of HR's contributions to the attainment of strategic organizational outcomes as a strategic business contributor.     

Artificial intelligence as a boundary-crossing object for employee engagement and performance

The study proposes AI-powered tools and applications as boundary-crossing objects to examine how AI performance can affect employees' job engagement, service and job performance. Job security is modelled as a moderator in the boundary-crossing process. Several theories including boundary crossing, goal setting and self-regulation are drawn on to posit these relationships. The study was undertaken with Australia-based full-time employees who had experience with AI-powered tools at work. The results show that AI performance had a significant effect on job engagement, and employee service performance, which were significantly related to job performance appraisal. Job engagement and service performance exhibited significant mediation effects between AI and job performance. The moderation effect exerted by job security was significant in enhancing employees’ job engagement and service performance. The study contributes to service research and human resource management literature. The findings have implications for service marketers and human resource practitioners.     

The value of human resource management for organizational performance

All executives would like to see their organizations perform better, and most search for tools that can help make this happen. For decades, human resource managers have believed that their function enhances performance. This contention has been met with skepticism on the part of executives, who wonder whether funds allocated to the human resource function are good investments. Dozens of studies have examined this issue, but their inconsistent results have provided no conclusions. To resolve a long-standing and controversial question – does human resource management matter for organizational performance? – we take stock of the available evidence. Based on data from over 19,000 organizations, we conclude that human resource management adds significant value for organizations. In addition, the value added is strongest when human resource systems are emphasized rather than individual practices, when human resource management decisions are tied to strategy, and among manufacturing firms.     

The European Union's aging population: Challenges for human resource management

The European Union (EU)'s aging population is leading to a workforce that is rapidly aging and gradually beginning to shrink. Businesses will have to prepare for an older workforce that will have different priorities compared to the historically younger workforce. In this article, we examine the aging population of the EU and analyze how organizations can best manage the transition to a workforce that is rapidly aging. We explain how the changing demographic outlook translates into challenges for acquiring and retaining talent, and how employers can best manage this transition. We provide examples of organizations that have implemented human resource policies to make their workplaces more elderly friendly and their workforces more efficient. We conclude by pointing out some steps that organizations can take to better integrate older workers and help make their aging workforces more productive.     

Change in Asia: a review of management theory and research related to human resources

Many competing hypotheses have been advanced to account for human resource management (HRM) change. The present review examines the theoretical development and empirical study in HRM change in Asia in the early twenty-first century (2000–2006). Three research themes common to HRM change are discussed: (1) change context is about the issues of forces facilitating or hindering HRM change; (2) change process includes pace, sequence and magnitude of HRM change progress; and (3) change direction is about resultant change outcome. Comparisons of HRM change are made within Asian economies as well as between Asia and other regions. It is concluded that the interplay among different perspectives can produce a wide variety of more complex understanding of change context while a longitudinal approach can add value to explain dynamic process and resultant direction.     

Constructive deviance as a driver for performance in retail

A growing body of research is concerned with deviance in the workplace. While much research has explored negative forms of deviance, we examine constructive deviance: behaviour that deviates from salient norms and benefits the reference group. We empirically explore manifestations, determinants and performance outcomes of constructive deviance in standardised work processes. We do this through a mixed-methods study in bakery trading departments of an Australian retailer. We illustrate that constructive deviance occurs in these settings and show that some manifestations of constructive deviance improve organisational performance and pave the way for applying constructive deviance as a strategic tool in retail.     

Mindfulness as a strategy for sustainable competitive advantage

This conceptual article explores how mindfulness can be successfully integrated in the strategy tool kit of organizations. The likely global reconstruction in the aftermath of COVID-19 can be effective if organizations reexamine their existing philosophies and business practices. Against this backdrop, mindfulness is a time-tested practice that has the potential to transcend all functions in a company’s value chain and to create a sustainable competitive advantage. This article uses a strategy lens to examine mindfulness in organizations, which has implications for researchers and practitioners. First, I discuss the theoretical frameworks of mindfulness, the performance improvements that individuals can expect from consistent practice, and how these improvements translate to organization-level performance. Next, I summarize the methods and tools for workplace application and the steps for implementing mindfulness strategies in organizations. Finally, I describe implementation challenges and offer assessment tools for mindfulness.     

Asia Pacific as a research context for organizational learning: background and future directions

The dominant research agenda in the field of organizational learning continues to be driven by Western universalist assumptions. However, Asia provides a fertile setting for challenging such narrow orthodoxy in the field through studies that investigate the influence of local contexts. In this collection, four studies by Asia-based scholars address various facets of organizational learning among indigenous Asian firms. Drawing on diverse theoretical lenses and research methodologies to examine various organizational forms, their insights about the unique patterns and processes of learning among both small and emerging multinational companies from the Asia Pacific serve to rekindle debates about universalism/convergence versus contingency/divergence, and about emic (context-rich, inside-out) versus etic (context-free, outside-in) perspectives.     

Social entrepreneurship as an essentially contested concept: Opening a new avenue for systematic future research

Social entrepreneurship has emerged as an active area of practice and research within the last three decades. Nevertheless, in spite of its growing popularity, scholars and practitioners are far from reaching a consensus as to what social entrepreneurship actually means. This has resulted in a number of different definitions and approaches within the field of social entrepreneurship. The purpose of this article is to shed light on the ongoing contestation of social entrepreneurship and to offer a novel conceptual understanding of the concept that can facilitate the development of systematic and structured future research. To this end, we analyze social entrepreneurship on the basis of the theory of essentially contested concepts, which was proposed by Walter Bryce Gallie in 1956. Building upon this theory, this article shows that social entrepreneurship can be regarded as an essentially contested concept and that a universal definition that would be accepted among contestant parties is hardly possible. Responding to this recognition, the article proposes the conceptualization of social entrepreneurship as a cluster concept, which can serve as a conceptual tool to help advancing social entrepreneurship as a coherent field of research despite its contested nature.     

Moral Choice in an Agency Framework: The Search for a Set of Motivational Typologies

Moral choice, as a precursor to behaviour, has an important influence on the success or failure of business entities. According to Rest, 1983, Morality, Moral Behavior and Moral Development (John Wiley & Sons, New York), moral choice is prompted, amongst other things, by a motivational component. With this in mind, data obtained from a sample of four hundred financial sector operatives, employed in a rapidly developing region of China, was used to construct a relatively stable set of motivational typologies which could be used to predict choice within an agency-based context. A non-egoist version of the agency theory was developed, which permitted the modelling of alternative heuristic patterns. Altruists and persons identified as bordering on the verge of being classified as psychological egoists, refused to reorganize their motives when responding to a problem that included both moral hazard and adverse selection criteria. It was also possible to identify certain personal and contextual issues which discriminated between the typologies. Gordon Woodbine, Ph.D., FCPA is Senior Lecturer employed in the School of Accounting, Curtin University of Technology teaching undergraduate and post-graduate students in auditing, business ethics and governance. He has taught for extended periods overseas and is published in several refereed journals including Journal of Business Ethics, Asian Review of Accounting and Journal of Consumer Behaviour. Dennis Taylor Ph.D., FCPA is Chair Professor in Accounting at University of South Australia. Previously, he held professorial, associate dean, and head of school appointments at University of Adelaide, Curtin University of Technology and City University of Hong Kong. He is the author of over 100 publications in areas of corporate financial disclosures and public sector accountability.     

The individual dual needs for assimilation and distinctiveness as a segmentation mechanism: developing the concept among students

The present study proposes that the individual's needs for assimilation and distinctiveness serve as a valuable mechanism for consumer segmentation and suggests that augmenting the List of Values with these dual needs enriches the understanding of consumer responses to marketing strategies. Results of a study using a sample of 536 students in an Israeli university identified five segments with significantly different needs for assimilation and differentiation. These segments showed different preferences for marketing communications and distribution channels in their purchasing decision of a cell phone. Mass media and website usage influenced segments marked by high assimilation, while word of mouth influenced segments characterized by high distinctiveness. Augmenting the List of Values with dual needs based segmentation moderated students’ tendencies to favour/dislike marketing communications and distribution channels.     

Beyond Philanthropy: Community Enterprise as a Basis for Corporate Citizenship

In this article we argue that the emergence of a new form of organization – community enterprise – provides an alternative mechanism for corporations to behave in socially responsible ways. Community enterprises are distinguished from other third sector organisations by their generation of income through trading, rather than philanthropy and/or government subsidy, to finance their social goals. They also include democratic governance structures which allow members of the community or constituency they serve to participate in the management of the organisation. Partnerships between corporations and community enterprises therefore raise the possibility of corporations moving beyond philanthropic donations toward a more sustainable form of intervention involving long-term commitments to communities. At the same time they change substantively the nature of any collaboration by allowing relationships to proceed on the basis of mutual advantage, thereby broadening their appeal and scope. In doing so, partnerships build capacity and enfranchise communities in a way that avoids the paternalism that has traditionally characterised relationships between corporations and voluntary sector organisations. Power relations are transformed because partners are seen as sources of valuable assets, knowledge and expertise, rather than recipients of patronage or charity.     

Fashion interest as a driver for consumer textile waste management: reuse,recycle or disposal

Past studies have considered the impact of fashion on consumer textile disposal behaviour, but have focused mainly on drivers of clothing waste. There is a lack of research that examines consumer attitudes towards fashion and their disposal methods. This study conducted an online survey of 410 people in Ontario, Canada with varying demographic characteristics to assess how they currently manage their textile waste including resell, swap, take‐back, donation and disposal. Respondents were asked about their fashion interest and shopping frequency and were assigned a fashion index value. The fashion index value is not a means of grouping consumers but is instead a continuum to model interest in fashion, with one extreme representing fashion consumers and the other representing non‐fashion consumers. Statistical analysis was then used to establish whether there is a link between textile waste behaviour and fashion index. The results indicate that consumers with a high fashion index (i.e. fashion consumers) and consumers with low fashion index (i.e. non‐fashion consumers) manage their textile waste differently. While the majority of participants donate and dispose of unwanted clothes, fashion consumers are more interested and more likely to participate in alternative methods (e.g. resell, swap, and take back) for removing unwanted textiles. Although fashion consumers produce more textile waste than non‐fashion consumers, textile consumption cannot be directly equated with textile waste since fashion consumers were found to have a lower disposal rate than non‐fashion consumers (38 percent to 50 percent, respectively). The distinct disposal characteristics of fashion and non‐fashion consumers (i.e. interest and willingness to participate in alternative channels) allows strategies to be tailored accordingly so that the amount of waste going to landfill can be reduced.