Interrelationships between human capital,HRM and innovation in Belgian start-ups aiming at an innovation strategy

Research on the impact of human resource management (HRM) on firm performance has increased since the end of the nineties. Despite the pile of studies and results, critical assessments of this literature stream point to several empirical and theoretical gaps. We focus on two empirical gaps. First, there is a lack of attention to innovation as a measure of firm performance outcome. Most articles use financial (e.g., return on assets (ROA)), organisational (e.g., productivity) and employee related (e.g., commitment) performance measures. Yet, Western knowledge economies consider innovation to be a driving force of economic growth, and international competitive advantage. Moreover, innovation is a function of a firm's ability to create, manage and maintain knowledge. Because knowledge is created by and stored within individuals, human resources as well as HRM may play an important role as drivers of innovation. Second, HRM is considered to be a large company phenomenon. Yet, small businesses provide a great environment to study the HRM-performance relationship because of their transparent nature and the small distance between an individual's and a company's performance. Next, human resources and HRM are crucial to small businesses because they have less tolerance for inefficiency. We examine a sample of small start-ups that aim for an innovation strategy, but are not necessarily successful in terms of innovative output. We expect start-ups with superior human resources and HRM to produce more innovative output. The results show that both human capital (of owners/managers and employees) and HRM are important determinants of innovation in start-ups.     

The role of HRM and social capital configuration for knowledge sharing in post-M&A integration: a framework for future empirical investigation

The literature on human resource management (HRM) indicates that HRM plays an important role in merger and acquisition (M&A) integration success, but pays little attention to the mechanisms for knowledge sharing in post-M&A integration. Limited work has been carried out to provide understanding on how social capital and HRM practices influence intra-organizational knowledge sharing in M&A integration. This paper primarily focuses on the phenomenon of social capital and HRM practices – one of the primary means by which knowledge sharing can occur within firms. The main aim of this paper is to provide an alternative framework that introduces the literature on HRM and social capital to discuss how HRM practices and the various dimensions of social capital may enhance knowledge sharing in post-M&A integration. Drawing on the literature on social capital and HRM, we offer an alternative view on the issue of knowledge sharing in M&A integration by explaining how specific HRM practices that have an impact on employees’ knowledge, skills and abilities for participating in knowledge sharing activities may depend on relational, cognitive and structural social capital. We isolate a number of HRM practices and social capital variables that may enhance knowledge sharing in post-M&A integration, and develop a research model and propositions for future empirical investigation.     

The components of career capital for knowledge workers in the global economy

The impact of globalization, demographic changes and technological advancements among other factors, have been driving new forms of organization, new ways of working and new characteristics in individuals and employees (Ohmae 2001). The purpose and direction of a knowledge worker's career is no longer confined to a single employer boundary and is seen to be the responsibility of the employee. Therein lies the opportunity for individuals to understand, manage and leverage this dynamic context for career progression and growth through the accumulation and implementation of relevant and valued career capital. This research investigated empirically the components, formation, differentiating features and interplay between the components of career capital. A de facto model of career capital emerged from the research that represents an integrated view of the components of career capital that are recognized in the new global economy, thereby validating the literature review and contributing new insight. The outcome of this research could facilitate knowledge workers in enhancing their career capital and could provide a platform for the management of knowledge workers.     

Meeting the Challenges of Effective International HRM: Analysis of the Antecedents of Global Mindset

The full force of globalization has hit today's organizations, and it is clear that there are many cultural and human problems. International human resource management (IHRM) is being asked to better understand and develop multinational organizational leaders to meet the challenges. A prominent solution that is receiving increased attention is the construct of global mindset, which has growing rhetoric but little research support. To help fill this need, after first theoretically framing global mindset as made up of one's cultural intelligence and global business orientation, this study identifies and empirically tests some theory‐driven antecedents. Utilizing a diverse sample (N = 136) of global leaders of a well‐known multinational, we found that personal, psychological, and role complexity antecedents were related to the participants' level of global mindset. The practical implications of these findings for effective international human resource management conclude the article. © 2013 Wiley Periodicals, Inc.     

Mind the gap: the role of HRM in creating,capturing and leveraging rare knowledge in hostile environments

Abstract

Multinational enterprises (MNEs) have increasingly entered markets in less developed regions of the world afflicted with weak institutions and political conflict. Some are characterised by ‘extreme’ cases of institutional voids and terrorism, creating a hostile environment for the organisation and its people. This in-depth qualitative study of a service company, a European telecommunications joint venture in Afghanistan, seeks to shed light and build theory on the human resource management (HRM) dimension of managerial learning and knowledge acquisition in hostile environments, as part of the MNE’s organisational learning process. Specifically, we investigate how knowledge gaps can be addressed through supportive HR practices, and how knowledge classified as ‘rare’ can be captured and leveraged through HR interventions such as debriefing. We stipulate that HR practices and interventions adapted to hostile environments, together with expatriate willingness to learn and share new knowledge, play a critical role in the creation, capturing and leveraging of rare knowledge for subsequent use by the MNE in other hostile locations. The study has implications for international HRM and organisational resilience, under the proposition that competitive advantage can be gained through exploitation of rare knowledge acquired in hostile environments.     

Human Resource Management Journal: A look to the past,present, and future of the journal and HRM scholarship

This editorial lays out 30 years of history of Human Resource Management Journal (HRMJ), charting the journal's roots, reflecting on HRM scholarship today and guiding authors on potential contributions to the journal in the future. HRMJ has achieved high recognition and ranking internationally since its conception originally as a UK‐based journal. The journal's broad‐based approach to the study of the management of people at work, means it appeals to scholars from a multitude of disciplines, not least of all management, industrial relations, psychology and organisational behaviour. HRMJ is also highly rigorous in its review process, ensuring reliable, interesting and impactful articles that further our knowledge of theory and practice.     

我国企业员工职业生涯管理问题研究

员工职业生涯管理是企业人力资源管理中的一个重要课题。做好职业生涯管理对于个人、企业乃至社会都具有重要意义。本文介绍了职业生涯管理的一般概念及其意义,分析了中国企业员工职业生涯发展的状况,最后阐述了我国企业结合实际,发展适合自身特点的员工职业生涯管理模式。     

Social capital and human resource management in international joint ventures in Vietnam: a perspective from a transitional economy

This study highlights the importance of social capital in international joint ventures (IJVs), and examines human resource practices as a factor shaping such social capital. Comprehensive measures of social capital are developed and tested, which extend prior work on ‘bonding’ and ‘bridging’ social capital. We also link social capital with its anticipated antecedents and consequences. The study's findings are based on data collected from 164 IJVs located in Vietnam. IJV performance was predicted by training and by the level of trust and cooperation between foreign and local personnel. Training (including acquisition of management skills, technology, and cross-cultural understanding) also was predictive of the measures of social capital. A key practical implication arising from this study is that the return on investment from training of joint venture personnel can stem not only from the transfer of technical and management skills needed for developing competitive advantage, but also from the positive impact on social capital, which further contributes to venture success. The establishment of written objectives and plans for the venture, as well as the IJV's level of control regarding its own HR functions also was found to be related to some components of social capital. The findings of this study reinforce the call to build on the contributions of local personnel in joint ventures, and in Vietnam in particular.     

International human resource management in the introductory HRM course

This paper explores the extent to which students in the introductory HRM course in US institutions are likely to be exposed to information on international and cross-cultural aspects of HRM. Two methods are used: (1) an analysis of international content in fifteen popular introductory HRM textbooks and (2) a survey of professors teaching introductory HRM. The vast majority of responding instructors said their classes got some exposure to international issues in HRM, and most introductory texts included some relevant content. Critiques of international boxed features and dedicated IHRM chapters are provided, and suggestions for improving the quality and depth of IHRM content in introductory textbooks are made.     

Career capital during international work experiences: contrasting self-initiated expatriate experiences and assigned expatriation

This article explores the career capital of expatriates, differentiating between self-initiated expatriates (SEs) and company assigned expatriates (AEs). Previous research has considered issues such as individual background variables, employer and task variables, motives, compensation, and repatriation. The present study adds new perspectives related to the development of career capital. The article uses a survey of more than 200 Finnish expatriates to explore these concepts in relation to international work experiences; finding considerable similarities and some differences in the development of career capital of those sent on an expatriate assignment by an organization, and those having a self-initiated expatriate experience.     

Talent management of skilled migrants: propositions and an agenda for future research

This paper unpacks the dominant conceptualizations of talent management (TM) in contemporary academic publications, and considers these in relation to the increasingly important workforce population of skilled international migrants. It postulates that TM approaches are generally built from a relatively narrow human capital-based perspective wherein organizations focus on readily accessible and immediate skills, ignoring the longer term strategic potential of the international workforce of skilled migrants, particularly for multinational enterprises and other international organizations. Through a series of propositions, the paper highlights how organizations, in strategically using a more comprehensive TM lens rather than a human capital lens in approaching the TM of skilled migrants, could benefit from improved HRM performance over time. It also proposes a research agenda, by which future studies might test, explore, and further develop understanding on a more strategic utilization of skilled migrants in organizations.     

Advancement along a career path: the influence of human capital and performance

Following the path metaphor of careers along with signalling and human capital theories, we examine important factors that predict individuals' advancement in a career. With a unique sample of American football players, we tested the influence of individuals' human capital on their performance, value and advancement along a career path. Our findings indicate that individuals' human capital assessed in the first stage of the career path is positively related to individuals' performance in the second stage of the career path and the value placed on individuals in the third stage of the career path. We also found that performance in the second stage mediated the relationship between human capital assessed in the first stage and the value placed on individuals in the third stage of the career path.     

Double-edged effect of talent management on organizational performance: the moderating role of HRM investments

Abstract

More than a decade after the publication of the book The War for Talent, there has been growing interest in the role of talent management in achieving organizational success. Although past studies have empirically investigated the role of talent management and its positive association with organizational performance, few studies have integrated the bright and dark sides of talent management. Using a sample of 444 firms in South Korea, this study finds that talent management has a double-edged effect on firm outcomes, including innovation and voluntary turnover rate. Moreover, it finds that the effect of talent management considerably varies across organizational contexts. Specifically, this study identifies the conditions under which the negative role of talent management changes across different levels of human resource management investments. Demonstrating the dual direct effect and contextual effect of talent management, this study provides reference for future studies on talent management, specifically those that aim to discover the mechanisms influencing the distinguished role of talent management in organizational outcomes. This study further discusses the theoretical and practical implications.     

The role of human capital philosophy in promoting firm innovativeness and performance: test of a causal model

In the present study, we developed and tested a causal model of the relationships between firm strategy, industry environment, human capital philosophy, innovativeness, and firm performance. Our results indicate that a differentiation-oriented strategy influences the relative use of an empowerment-oriented human capital philosophy of the firm, moderated by a firm's industry environment. Moreover, firms' human capital philosophies moderated the relationship between strategy and firm innovativeness. We also found support for the proposition that innovativeness mediated the relationship between human capital philosophy and firm performance. In addition, results also indicate that industry dynamism influences new product sales directly and industry survival difficulty moderates the relationship between firm strategy and new product sales. Survival difficulty also had a negative effect on firm profit. Overall, we found support for the mediating roles of human capital philosophy and innovativeness in the relationships between firm strategy, industry environment and firm performance. Implications are discussed.     

Career capital development of self-initiated expatriates in Qatar: cosmopolitan globetrotters,experts and outsiders

This paper explores career capital development of self-initiated expatriates (SIEs) in the Middle East, reporting on data gathered in Qatar from 20 in-depth semi-structured interviews. The findings challenge the notion that self-initiated expatriation always leads to career capital accumulation, arguing instead that contextual features impact individuals' agentic efforts towards career capital accumulation and lead them to experience ‘career capital stagnation’. Qatarisation is the overarching influence on the status of SIEs in the country and places structural constraints that translate into limited organisational opportunities and support for SIEs. Individually, SIEs reside rhetorically within complex dualities characterised by feelings of cosmopolitanism and isolation. Whilst individuals narrate the context in utilitarian terms as a means to a broader aim of global experience, everyday practicalities of their work and life are problematised. Narratives of career capital development are organised in three themes: SIEs as cosmopolitan globetrotters (micro-individual level), SIEs as experts (meso-organisational level) and SIEs as outsiders (macro-country level). The paper contributes to broadening the discussion on the relationship between self-initiated expatriation and context, and its implications on careers. Empirically, it adds to our understanding of SIEs, in particular their experiences of career capital development in the highly regulated context of the Middle East.     

A theory of the firm's demand for HRM practices

Empirical data are presented that reveal a large variation in the pattern of HRM practice adoption across firms. The paper then develops an economics-based theory that explains this pattern. The model broadens the HRM concept; models the linkage between HRM practices and firm performance (the ‘black box’); generates an HRM input demand function and demand curve; formalizes the concept of strategic HRM; suggests a new empirical tool for HRM research; generates new hypotheses and insights on the nature of the HRM–firm performance relationship; suggests that existing theories of the HRM–firm performance relationship are seriously mis-specified; and posits that on theoretical grounds the effect of more HRM on firm performance in long-run competitive equilibrium is not positive but zero.     

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.     

Organizational and comparative institutionalism in international HRM: Toward an integrative research agenda

Over the past two decades, a growing body of research on human resource management (HRM) has analyzed the relationship between international HRM and institutions. This work has primarily been informed by two leading streams of theory—organizational institutionalism and comparative institutionalism. However, these two dominant streams have seen much juxtaposition, but little logical integration. Moreover, scholars have paid little attention to the dynamics of contextualization (more specifically, institutional development and evolution), which limits the relevance of extant research. In this article, we review the extant literatures and their intellectual origins and develop an integrative research agenda that emphasizes the multilevel nature of HRM and evolution under external institutional change.     

基于职业生涯规划的基层医疗机构人力资源管理

基层医疗机构人才建设是新医改的重要内容,也是决定我国基层医疗卫生服务水平的关键。本文在对我国基层医疗机构人力资源现状统计分析的基础上,得出基层医疗机构资源配置相对缺乏,人力资源流失率高等问题。为从根本上留住优秀人才,本文尝试从职业生涯规划的角度,提出几点关于基层医疗机构人力资源管理的建议和措施。     

Global virtual teams: a human resource capital architecture

As organizations continue to globalize their operations, it will become evident that most organizations do not have the resources to ‘fully man’ operations throughout the world. Therefore, management will be examining organizational options that reduce the demand on an already depleted pool of global managers. One of the options being examined by companies is the global virtual team (GVT). These complex teams are being considered as a bridge mechanism to allow multinational organizations to expand rapidly without taxing present global managerial skills. This paper uses a theoretical foundation based upon competency theory as the motivation for the formation of GVTs and to explain how they function. Four critical capitals (i.e. human, social, political and cross-cultural) are deemed to be essential for effectiveness of GVT and are discussed in the paper. In addition, a process for assessing the stock of capital in a GVT team is also developed in the paper.