The intellectual structure of human resource management research: a bibliometric study of the international journal of human resource management, 2000–2012

The purpose of this study is to analyze the existing literature on human resource management (HRM) from all the research papers published in The International Journal of Human Resource Management between 2000 and 2012. The authors apply bibliometric methods to identify the main research lines within this scientific field; in other words, its ‘intellectual structure’. Social network analysis is also used to perform a visualization of this structure. The results of the analysis allow us to define the different research lines or fronts which shape the intellectual structure of research on HRM.     

Toward a non-organizational theory of human resource management? A complex adaptive systems perspective on the human resource management ecosystem in (con)temporary organizing

The emergence of the temporary organization has ushered in a new logic of organizing accompanied by paradigm-shifting challenges with respect to how the evolving nature of work, workers, and collective effort are to be understood. To capture the complexity inherent in this new order, and to broaden our focus from the organization to the enfolding ecosystem within which temporary organizing must be situated and understood, we engage in problematization to develop a multi-level framework for theorizing the contemporary human resource management ecosystem. Curating insights from complexity science, we conceptualize this ecosystem as a complex adaptive one and we propose a framework that integrates key structural (open boundaries and relational constitution), emergent (contextual and complex causality), and temporal (dynamic and adaptive) properties. To deepen lines of inquiry around these defining elements, we advance a series of propositions for testing, and we outline a range of theoretical, methodological, and practical implications that arise from our work.     

Beyond strategic human resource management: is sustainable human resource management the next approach?

Strategic human resource management (SHRM) emerged as a dominant approach to human resource management (HRM) policy during the past 30 years. However, during the last decade, a new approach to HRM has evolved. This approach has been labelled sustainable human resource management (sustainable HRM). It is an approach that seeks to link HRM and sustainability. The term sustainability is fraught with semantic difficulties, as is conceptualising its relationship to HRM. Consequently, sustainable HRM is viewed in a variety of ways. This paper examines the major features of SHRM, some of the meanings given to sustainability and the relationship between sustainability and HRM. It then outlines the major characteristics of sustainable HRM. Although there are a diversity of views about sustainable HRM, this approach has a number of features which differentiate it from SHRM. It acknowledges organisational outcomes, which are broader than financial outcomes. All the writings emphasise the importance of human and social outcomes. In addition, it explicitly identifies the negative as well as the positive effects of HRM on a variety of stakeholders; it pays further attention to the processes associated with the implementation of HRM policies and acknowledges the tensions in reconciling competing organisational requirements. Such an approach takes an explicit moral position about the desired outcomes of organisational practices in the short term and the long term. Sustainable HRM can be understood in terms of a number of complimentary frameworks.     

The management of international development projects: Moving toward a standard approach or differentiation?

International cooperation supplies international aid to developing countries and emerging economies, typically through projects; to manage these projects, a specific approach based on the “project cycle” was introduced in 1970. In recent decades, many development agencies have adopted the project cycle, but they have also changed it over time, and today agencies work with different standards. In this article, the history of project management systems in international cooperation is reported, and the approaches adopted by five of the main worldwide governmental development agencies are compared. The analysis shows both the common aspects and differences in order to highlight limits and propose further research.     

Human resource management and early internationalization: is there a leap-frogging in international staffing?

The present study focuses on the international staffing of early internationalizers by linking the Ethnocentric, Polycentric, Regiocentric, and Geocentric (EPRG) concept with the Process Theories of Internationalization. On a dataset of 116 (N) German medium-sized companies, we test whether the determinants which allow firms to internationalize shortly after their inception, namely prior international experience, technological intensity, and networks, influence the firms' international staffing. We further elaborate whether this influence differs between early and late internationalizers. The empirical results show that prior international experience is not associated with the firms' international staffing at all, and thus, does not allow conclusions. Technological intensity increases the probability of the choice of an ethnocentric staffing policy, especially for early internationalizers. In contrast, networks enable firms, especially early internationalizers, to pursue regiocentric or geocentric staffing policies.     

The end of the 'iron rice-bowl': whither Chinese human resource management?

This study examines the degree to which enterprise reforms in the PRC have affected human resource management practices over the 1990s. A comparison is made between state-owned enterprises and joint venture firms, involving a national sample of sixty-two companies ranging from those in the North to those in the South. Our main findings show how organizational inertia has obstructed the change of the mind-sets associated with the 'iron rice-bowl' that characterized Chinese state-owned enterprises (SOEs) before economic reform. The main conclusions of the research point to ownership, location and size of the firm as the main factors affecting the evolution of HRM in Chinese enterprises.     

Aligning strategic human resource management and person–environment fit

Strategic human resource management addresses the need to create vertical linkages of human resource management (HRM) attributes with corporate strategy as well as horizontal linkages that integrate practices among HRM functions. Most models commonly focus on either vertical or horizontal linkages. This paper utilizes three categories of person–environment fit to create both vertical and horizontal linkages. Based on a strategic contingency framework, it demonstrates how person–environment fit relates to organizational competencies that supports corporate strategy. Furthermore, it demonstrates how person–environment fit can be used to promote internal alignment of HRM practices. Implications of this approach to strategic human resource management are then discussed.     

Developing a ‘European’ model of human resource management

The concept of human resource management (HRM) has been much debated in the literature. Space limitations preclude an examination of that debate here, but it is clear that the concept developed initially from work in the United States of America in the 1960s and 1970s and since then has been adopted increasingly in the academic literature, by consultancy services and in organizational terminology. The terminology spread from the USA firstly into the developed English speaking world and recently - and more partially - into Europe. Is the concept, as opposed to the terminology, applicable in Europe? This paper argues that the organizational autonomy on which the subject is propounded in the United States is not espoused in Europe. A range of subject areas in which organizations in Europe are supported/constrained by external factors are analysed, thus challenging the validity of the American model. This raises the need to consider different conceptual approaches to HRM: a new model of the concept which would encompass EuroHRM is proposed.     

Strategic human resource management,human capital and competitive advantage: is the field going in circles?

The resource‐based view (RBV) of the firm has been consistently used as a backdrop in strategic human resource management (SHRM) research and has the potential to bridge the ‘micro–macro’ divide. The tension between the SHRM and the strategic human capital literature, however, signifies that RBV has not reached its potential. In this paper, we begin with a brief review of the conceptual logic linking human resource management (HRM) practices and firm outcomes that aim at highlighting the different treatment of RBV in the SHRM and strategic human capital literatures. We then propose a conceptual model that suggests that HRM practices are not simple levers that enable firms to create sustainable competitive advantage, as most of the strategic human capital research postulates. On the contrary, we argue that HRM practices can contribute to a firm's sustainable competitive advantage not only by enhancing employees' ability, and offering motivation and opportunities, but also by shaping supply‐side and demand‐side mobility constraints.     

Evolution of the practices of human resource management in France towards a strategic model: rhetoric or reality?

This article analyses the evolution of the human resources management in France. The study attempts to understand the transformation of administrative practices of HRM towards strategic practices of HRM (SHRM) in the French context. It also shows the factors responsible for this change. The results of this study support the development in France of SHRM and the regression of administrative practices of HRM, although a third hybrid model of HRM seems to appear between both practices. This tendency towards SHRM is accentuated in large firms, quoted on the stock exchange, in services and finance sectors with international activities. This study confirms that the SHRM in France is reality rather than rhetoric.     

The Feldstein–Horioka puzzle in Latin American and Caribbean countries: a panel cointegration analysis

In this paper, the recently developed panel unit root and the Pedroni cointegration tests are applied to empirically examine the validity of the Feldstein–Horioka puzzle (F–H puzzle) for a heterogeneous panel of 14 Latin American and five Caribbean countries over the period, 1960–2002. The findings indicate that in these countries, the long-run solvency condition is maintained. Finally, employing the Pedroni panel group FM-OLS estimator (2000, 2001), it is found that the statistically significant estimated savings-retention coefficient for the panel is relatively small indicating that the F–H Puzzle is not valid and thus implying the prevalence of a moderate degree of capital mobility.

The non-union workplace in Australia: bleak house or human resource innovator?

This paper compares the employee relations practices and outcomes of non-union and unionized workplaces in Australia. It also examines the nature of those practices to ascertain whether non-union workplaces can best be characterized as human resource innovators or 'bleak houses'. The data for the study are drawn from the 1995 Australian Workplace Industrial Relations Survey. The findings suggest that non-union workplaces are distinctly less innovative in a number of their employee relations practices and in general have less favourable employee relations outcomes than unionized workplaces in terms of dismissal and turnover rates. The non-union workplace is also distinguished by the individualistic nature of its contractual, remunerative and bargaining arrangements.     

The liability of mimicry: Implementing “global human resource management standards” in United States and Indian subsidiaries of a South Korean multinational enterprise

There is increasing evidence that multinational enterprises (MNEs) from less dominant economies tend to mimic and disseminate human resource management (HRM) practices sourced from a dominant economy, usually the United States, to overcome their “liabilities of origin.” However, our understanding of the specific challenges involved in the implementation of such practices by firms across different national and subsidiary contexts remains limited. Drawing on evidence from a case study of a South Korean MNE, we examine the extent to which, and ways in which, global HRM policies mimicking U.S. practices are implemented across its sales, manufacturing, and research and development subsidiaries in the United States and India. We find discernible differences in the implementation of the global policies both between the two host country sites and across the three function-specific subsidiaries in each country, identifying a range of national and subsidiary-specific factors that inform these variable implementation outcomes. In addition to legitimacy challenges related to the source, appropriateness, and process of transfer, we note a unique form of legitimacy challenge—“the liability of mimicry”—whereby local actors can challenge head office policies on the basis of a claim to superior expertise in the dominant practices, as a particular concern of MNEs from emerging economies.     

'Best practice' human resource management: perfect opportunity or dangerous illusion?

In recent years there has been a considerable degree of interest in the notion of 'best practice' HRM, inspired at least in part by the work of Jeffrey Pfeffer. Along with other contributions from the UK and the USA, this has resulted in assertions that a particular bundle of HR practices can increase profits irrespective of organizational, industrial, or national context. In this paper, we focus on the way in which HRM is characterized in these writings, querying whether the practices which are typically assumed and put forward as 'good' may not appear quite so beneficial to workers when analysed more systematically. It is suggested that there are a number of problems with the notion of 'best practice', both in relation to the meaning of specific practices, and their consistency with each other, and the claims that this version of HRM is universally applicable. The unitarist underpinnings of this literature are also exposed. This is not to argue that HR policies and practices do not influence organizational performance but, rather, that we cannot determine this from the current literature. The 'best practice' conclusions may be attractive but the jury is still out.     

Who needs MBAs in HR? USC's strategic human resource management MBA concentration

This article describes the MBA concentration in Strategic Human Resource Management offered by the Marshall School of Business at the University of Southern California. Very few MBA programs offer such a concentration. We discuss the genesis of USC's program, its rationale, and its components. Launched in 1996, the program's success derives in large part from its close industry links. © 1999 John Wiley & Sons, Inc.     

The Glass–Steagall Act in historical perspective

Implementation of Volcker's Rule requires a historical perspective on the original Glass–Steagall Act of 1933 that separated commercial banking from investment banks in the United States. Like the Dodd-Frank legislation, the Banking Act of 1933 was passed before full analysis of the financial crisis was possible. The intended consequences of Glass–Steagall made Federal deposit insurance feasible by limiting entry of new banks while preserving unit banking. The unintended consequences, however, cut off access by small- and medium-size enterprises to external finance and also reduced the capital base for investment banks. Despite these harmful effects, the American economy did recover eventually.     

Can employee ownership and human resource management policies clash in worker cooperatives? Lessons from a defunct cooperative

The article analyzes the interaction between employee ownership, HRM policies and practices, and HRM outcomes in what was the world's biggest industrial worker cooperative for decades, and now defunct, Fagor Electrodomésticos. Using longitudinal internal data and detailed interviews with key stakeholders, this paper sheds light on how employee ownership conditioned HRM policies. HRM outcomes—such as job satisfaction and absenteeism—are also analyzed over a long period of time. Chronic nepotism when recruiting new members, failures in the training policy, impoverished and Taylorist working systems, and reverse dominance hierarchies are analyzed as factors that increased free riding and caused low satisfaction and the disengagement of working members. This case study contributes to the literature on HRM and worker cooperatives as it provides some insights that are rarely found in that literature. It also provides guidance to worker cooperatives about increasing the fit between employee ownership and HRM policies and outcomes.     

Changes in labour supply and their impacts on human resource management: the case of Japan ∗

The paper examines some important developments that are taking place on the supply side of the Japanese labour market. The major themes addressed include the impact of ageing on the structure of employment and the increasing participation of women in the labour force. The paper considers in some detail the various policy responses taken, by government through legal intervention and by firms employing specific human resource management strategies, to address these issues. It also observes that supply side needs will have a significant future impact on what might be termed traditional personnel practices in Japan.     

Are human resource practices linked to employee misconduct?: A rational choice perspective

This paper explains how well intended HR practices associated with performance appraisal and compensation can be linked to employee misconduct. Based on a rational choice perspective to ethical behavior, different types of HR configurations are likely to either increase the perceived costs or benefits of employee misconduct. This paper links specific HR configurations with both perceived costs and benefits of employee misconduct. Finally, this paper concludes with recommendations that are designed to promote both effective job performance and minimize problems of employee misconduct.