Ambidextrous culture,contextual ambidexterity and new product innovations: The role of organizational slack and environmental factors

Contextual ambidexterity, defined as the simultaneous pursuit of alignment and adaptability at business unit, is linked to several organizational outcomes including improved performance and innovation outcomes. Extant research posits ambidextrous organizational culture as an important enabler to contextual ambidexterity but suffers from a lack of a well‐meaning scale for the same. In addition, there is very little understanding as to how tasking and facilitating environment can be on firms' endeavour for contextual ambidexterity and the outcomes thereof. Therefore, the current piece of research has twin objectives using two separate studies. First, to develop a scale for ambidextrous organizational culture construct and second, to analyse the role played by the external forces (munificence and dynamism) and internal slack resources on the relationships between ambidextrous organizational culture and contextual ambidexterity and between contextual ambidexterity and new product innovation outcomes through an empirical investigation in India. Using structural equation modelling on data from 414 respondents, we found environmental munificence to strengthen the relationships between ambidextrous organizational culture and contextual ambidexterity and between contextual ambidexterity and new product innovation outcomes. On the other hand, environmental dynamism had a dampening impact on these relationships. Our findings also suggest that for low slack organizations, dynamic and unmunificent environments magnified the negative impact on an organisation's ambidexterity efforts and new product innovation outcomes.     

Workforce churning,human capital disruption,and organisational performance in different technological contexts

We assess the influence of workforce churning on the relationship between organisational human capital and labour productivity. Building on collective turnover research and human capital theory, we examine how the components of workforce churning (i.e., voluntary turnover, involuntary turnover, and new hires) influence the relationship between existing human capital and labour productivity. Further, we examine how this influence varies according to a firm's technological intensity. Our data come from 1,911 Italian manufacturing firms and reveals that collective voluntary turnover negatively affects the relationship between organisational human capital and labour productivity regardless of an organisation's level of technological intensity. In contrast, collective involuntary turnover enhances the relationship between human capital and labour productivity, and its effect is even stronger for organisations with more technologically intensive operations. Finally, our results suggest that the integration of new hires disrupts the relationship between human capital and productivity, particularly for firms with technologically intensive operations.     

The problem with pay flexibility: changing pay practices in the UK health sector

This paper critically assesses models and policies of pay flexibility as applied to the public sector. Examination of the arguments for greater pay flexibility across three dimensions - external labour market flexibility, organizational flexibility, and macroeconomic flexibility - reveals a number of weaknesses, rooted in a failure to problematize the conflicting motives for greater pay flexibility in the context of pressures internal and external to the organization. An alternative 'model' of changing pay systems is developed and applied to the case of the UK health sector where there have been attempts to introduce various forms of flexible local pay arrangements. Drawing on interviews conducted during the mid-1990s with personnel and HRM managers at fifteen NHS Trusts, a number of issues are examined, such as: the impact of differential external labour market conditions of workers on the development of strategies designed to tie local pay to improved performance; the introduction of performance-related pay as a means to institutionalize wider earnings differentials within the organization; and the potential conflict between pressures to link local pay structures with local labour market conditions, on the one hand, and customary employee-held norms that link pay to occupational skills and professional status, on the other.     

Mutuality in the management of human resources: assessing the quality of alignment in employment relationships

How can managers improve the alignment of organisational and individual interests in the management of human resources? This article integrates a diverse set of literatures to propose three tests of mutuality in employment relationships: (a) the quality of the match between the organisation's needs for human capabilities and the individual's needs to deploy and develop them; (b) the extent to which the organisation's dual needs for commitment and flexibility are aligned with the needs of individuals for security and community; and (c) the extent to which both parties feel they are making a worthwhile return on their investment. These tests form a starting point for assessing and modelling the quality of employment relationships in particular contexts.     

Training as a generator of employee capabilities

In the current global economic environment, companies aiming to obtain lasting competitive advantages must be aware of those abilities that differentiate the company from its competitors. In this sense, personnel training may stimulate the development of certain capabilities related to the company's human resources, which could support this differentiation and hence the desired competitive advantage. For this reason, we have considered as an aim of this work to analyse personnel training as a policy for the development of the organisation's human capital, and its influence on the impulse of three differentiating capabilities, namely the employees' knowledge or know-how, the generation of a collective mind and the organisational commitment of personnel. In this article, we shall first analyse from a theoretical point of view the influence of the company's training policies on the development of certain differentiating capabilities. Then, we shall empirically prove this theoretical relation within the framework of the different business units of a financial institution.     

Developing a brand from within: Involving employees and volunteers when developing a new brand position

In February 1996 Barnardo's invited six of the UK's leading advertising agencies to pitch for the provision of full and above the line communications and marketing services. Banner McBride was included as part of a joint WPP communications and marketing team (including Ogilvy & Mather) selected to support Barnardo's efforts to reposition and communicate the Barnardo's brand. As the WPP team said at the beginning, Barnardo's were ‘a well-known brand that was not known well’. The challenge was to increase the organisation's saliency, but at the same time build on years of heritage and ensure that employees and volunteers were included from the beginning. This paper describes how the brand building exercise was tackled and how internal communications were developed by the provision of different media.     

Competitive strategy,flexibility and selection: the case of Caledonian Paper

This article is a detailed case study of the human resource management approach of a foreign-owned, greenfield site establishment. The particular theme emphasised is the relationship between the nature of the organisation's competitive strategy and need for workforce flexibility, and the strategic use of the recruitment-selection process to try to bring about this relationship.     

HRM systems between control and commitment: occurrence,characteristics and effects on HRM outcomes and firm performance

In the literature, it is often assumed that traditional, control‐oriented HRM systems are increasingly being replaced by commitment‐based HRM systems because the latter generally result in higher firm performance. However, an HRM system's effectiveness may depend on an organisation's external and internal context, and neither control nor commitment HR systems are without disadvantages. Thus, the empirical validity of this claim is not clear ex ante. This paper analyses the empirical diffusion and determinants of control and commitment HRM systems in Germany as well as their impact on HRM outcomes and firm performance. The findings indicate that between the two extreme forms of high‐control and high‐commitment HRM systems, there are two hybrid forms (long‐term‐oriented control system and regulated commitment system) that combine elements of both ‘pure’ systems. Commitment HRM systems outperform the high‐control HRM system concerning many HRM outcomes and firm performance measures. However, in direct comparison, the high and the regulated commitment HRM systems do not show substantially different outcomes, indicating that there is no one best way.     

THE LABOUR FOOTPRINT: A FRAMEWORK TO ASSESS LABOUR IN A COMPLEX ECONOMY

As addressing labour becomes crucial in the move towards sustainability, there is the need for assessment tools suitable for current complex economic systems. This article presents an input–output based framework (‘labour footprint’) for evaluating labour issues behind the production of different economic commodities, including entire supply chains. In line with the guidelines of the International Labour Organization, six labour issues are considered: collective bargaining, forced labour, child labour, gender inequality, hazardous work, and social security. This conceptual article sets to (a) define this footprint's labour dimensions, (b) cite relevant data sources, (c) describe its calculation, (d) illustrate its application through a case study, and (e) discuss this framework's relevance from ‘conscious consumption’, ‘supply chain responsibility’, and regulators' standpoints. Since it advances the evaluation of fundamental labour issues and the scope of multi-criteria analyses, this footprint may be a valuable tool for sustainability assessments.     

External and internal labour flexibility in Spain: a substitute or complementary effect on firm performance?

The contingent perspective in strategic human resource management maintains that it is necessary to observe the interaction between human resource practices by encouraging external and internal labour flexibility. An issue still to be resolved is whether this fit leads to a complementary or substitute effect on firm performance. In order to contribute to this debate, we examine how the relationship between external labour flexibility and firm performance is moderated by the degree of internal labour flexibility. To do this, we use the Survey on Business Strategies of the Ministry of Industry, Tourism and Trade on a sample of 1,403 Spanish industrial firms. The results show the existence of a substitute effect between the two types of labour flexibility. Using them simultaneously does not lead to greater benefits for firms.     

The Japanisation of British industry? Instances from a high growth area

Here the authors make two arguments, Japanese industry is characterised by distinctive practices, but these predominate in only certain ‘leading edge’ sectors and were introduced mainly to ensure labour supply. Second, Britain's managers are increasingly outside the internal labour markets of large corporations. In this respect British firms are not becoming ‘Japanese’.     

HR accounting as a measurement tool

In tracing the history of human resource accounting, most reviewers would agree that the topic is now experiencing something of a revival. This research set out to explore why HR accounting is regarded as important, to whom it is important and its links with organisational and HR strategies. We used a survey‐questionnaire approach to gather data. A scale was developed measuring the extent to which respondents thought each item reflected their organisation's view on the importance of measuring of human resources. Component analysis revealed two reasons why measuring human resources is perceived as being important. The first illustrates the view that ‘measurement reflects the strategic and competitive importance of human resources’, while the second suggests that,‘to earn credibility, HRM must be expressed in financial terms’. Further analysis highlighted the importance of senior management and financial managers' support for measuring human resources and drew attention to what may appear to be a ‘hard view' of HRM held by HR managers in relation to why they consider this important.     

Organisational culture and nonunion status of small businesses

It is frequently contended that the current non-union status of an organisation is a reflection of the values and preferences of the organisation's founder(s). This article develops and tests a set of hypotheses concerning the factors that lead an organisation founder to desire non-union status.     

Organisational flexibility and HRM in the hotel industry: evidence from Australia

The hotel industry is renowned for its poor pay and employment conditions and a low take‐up of HR practices. It is generally believed that the industry has relied on a lowcost, numerically flexible and disposable workforce. Recently, however, there has been debate concerning the extent to which managers in the hotel industry are embracing high commitment HRM and functionally flexible work practices. This study seeks to shed light on this question by analysing large‐scale survey and interview data on the hotel industry in Australia. While hotel workplaces in general continue to be associated with high levels of numerical and temporal flexibility and greater informality of HR policies, it was apparent that larger luxury hotels were adopting more systematic employee management techniques and strengthening their internal labour markets through functional flexibility initiatives. Such firms were also pursuing numerical and temporal flexibility strategies, although in rather different ways.     

National culture and labour-market flexibility

This paper develops a cultural explanation for labour-market flexibility, building on the work of Lipset. Using Hofstede's conceptual framework for categorizing national cultures, certain hypotheses are derived concerning the association of various labour-market institutions and rigidities connected with employment, pay bargaining the treatment of the unemployed, and Hofstede's dimensions of national culture. These hypotheses are tested on data for OECD countries, using ordinary least squares regression. The results demonstrate a strong statistical association between Hofstede's cultural indices and the various labour-market rigidities. In particular, there is a strong inverse relationship between Hofstede's MAS variable and all our labour flexibility variables. Cultural values reflecting feminine gender structuring appear to be strongly associated with labour-market inflexibility. There is also a strong statistical association between scores on the UAI dimension, and employment rigidities and pay-bargaining practices. Cultural attitudes to power inequalities as reflected in the PDI index inversely related to rigidities in pay-bargaining practices. While the results demonstrate only statistical associations, they are suggestive of the possibility that culture plays more determining role. This has important implications for deregulation/regulation strategies.     

Embodying Embodiment in a Structural,Macroeconomic Input-Output Model

In this paper, I develop a regression-based system of labour productivity equations that account for capital-embodied technological change and I incorporate this system into IDLIFT, a structural, macroeconomic input-output model of the US economy. Builders of regression-based forecasting models have long had difficulty finding labour productivity equations that exhibit the "Solowian' property that movements in investment should cause accompanying movements in labour productivity. The production theory developed by Solow and others dictates that this causation is driven by the effect of traditional capital deepening as well as technological change embodied in capital. Lack of measurement of the latter has hampered the ability of researchers to estimate properly the productivity-investment relationship. Recent research by Wilson (2001) has alleviated this difficulty by estimating industry-level embodied technological change. In this paper, I utilize those estimates to construct capital stocks adjusted for technological change and then use these adjusted stocks to estimate Solow-type labour productivity equations. It is shown that replacing IDLIFT's former productivity equations, based on changes in output and time trends, with the new equations, results in a convergence between the dynamic behaviour of the model and that predicted by traditional (Solowian) production theory.     

On the Effectiveness of Incentive Pay: Exploring Complementarities and Substitution between Management Control System Elements in a Manufacturing Firm

Abstract

Extant research already emphasises that complementarities and substitution involving incentive pay and other elements of an organisation's management control system play an important role in terms of explaining the effectiveness of incentive systems. Despite this awareness calls continue for more research addressing the need to better understand how interdependencies arise among management control system elements and how they affect organisational effectiveness. Based on an in-depth case study on the implementation of a new incentive system in a manufacturing firm, we seek to provide more research and insight into how incentive pay features in complementary and substitutional relationships in an individual organisational setting. Greater insight can help illustrate how complementary and substitutional relationships unfold in even more complex ways than current research indicates, as well as how the effectiveness of the incentive system in the individual organisational setting is determined by these relationships.     

The managerial prerogative and the employee's duty to work: a comparative study of functional flexibility in working life

This paper presents a discussion of the general reasons for conducting comparative research, the need for a socio-legal functional approach and the motives for subjecting Swedish, English and German labour law to study. Anna Christensen's theory of the normative field of law is discussed and applied to the field of comparative labour law research. The focus of the research is the legal regulation of the managerial prerogative (especially the employer's right to direct and allocate work) in the light of the increasing trend towards greater flexibility in employment.     

Young people living as couples: How women's labour supply is adapting to the crisis. Spain as a case study

In this paper, we focus on the effects of the Great Recession on the decisions of young women regarding their labour supply. Considering the profound effect of the economic recession on the Spanish labour market, and in particular on the labour supply of young people, the focus of the empirical part of this paper is on Spain. Using EU-SILC 2007 and 2012 micro data for Spain, the labour supply models of women are estimated by age group, with a particular focus on the 20 to 29 and 30 to 39 age bands, in order to establish how young women living in couples exhibit different labour supply propensities according to their partner's labour market status. Correction is made for the non-random selection of women living in couples in the younger age groups. This first analytical step reveals a negative effect on the likelihood of forming a new household in the context of precarious employment conditions. Analytical results regarding the labour supply of women by age group confirmed a discouraging effect of young children on the labour supply of the youngest mothers, as well as a positive effect from being the owner of a house purchased under mortgage.The literature shows that different effects can be at work within the crisis: an added worker effect (AWE), which is countercyclical labour supply behaviour involving an increase in individual labour supply in response to transitory shocks in the partner's earnings, and a procyclical discouraged worker effect. The resulting estimations of the present study suggest an AWE in 2012 for young women living in couples. While in 2012 the discouragement effect was only prevalent for women over 40, in 2007 it was also prevalent among younger women. Women's higher propensity to enter the labour market when their partner becomes unemployed or is persistently unemployed, coupled with their likelihood to be inactive in the presence of young children, would suggest a need for labour market policies targeted towards young women. Childcare facilities could mitigate the latter effect and produce a more continuous work profile, avoiding the negative effects of work experience interruptions on labour supply during the female lifecycle.     

Learning power in the workplace: the effective lifelong learning inventory and its reliability and validity and implications for learning and development

An organisation's ability to learn, to harness collective intelligence and to translate that learning rapidly into action in response to environmental challenges is the ultimate competitive advantage in the constantly changing context of the information age. It is an indicator of the organisations' resilience and adaptability in the face of uncertainty and change. Improving an organisation's capacity to learn will only have the desired impact on performance if it improves employee engagement at the same time. In this paper, we introduce the concept of learning power into the context of the workplace, drawing on what has been learned from its application in education and recent studies in the corporate and community sector in the UK and beyond. The seven dimensions of learning power were identified by Deakin Crick, Broadfoot and Claxton (2004, Assessment in Education Principles Policy and Practice, 11, 247–272) in the development of the effective lifelong learning inventory (ELLI), an assessment tool designed to enable learners to become aware of their own learning power and to turn diagnosis into strategies for improvement. We present the psychometric properties and the validity and reliability statistics of ELLI as the Learning Power assessment tool for learners in the world of work and community, based on an adult workplace population of over 5000. Finally, we explore the implications of these ideas and practices for learning in corporate organisations.