Configurations of human resource management practices: a model and test of internal fit

This study examined human resource management (HRM) configurations. A typology consisting of four bundles of aligned HRM practices (labelled the bureaucratic, market, professional and flexibility bundle) linked to organizational structures was developed. Support for the proposed ideal-typical bundles was found in an assessment by a panel of experts. Next, the distance between the ideal types and actual bundles of HR practices was assessed for 175 organizations. For each, senior HR managers' ratings of HRM practices and CEO ratings of outcomes were obtained. Support was found for two of the four proposed types and about one-third of the firms showed some fit with one of these two types. The ‘fit in general hypothesis’ (i.e. the closer an observed HR bundle resembles any of the ideal types, the higher organizational performance) did not receive support. However, fit with a specific type of bundle (the professional bundle) did relate positively to outcomes. Organizations with observed HRM practices fitting the professional bundle score significantly higher on measures of firm performance, employees' going beyond contract, and firm innovativeness.     

Identifying service strategies in product manufacturing companies by exploring environment-strategy configurations

Higher market complexity and increasing competitive intensity are forcing traditional product-manufacturing companies to change their position in the goods-services continuum by continuously extending the service business. However, the existing literature tends to be somewhat vague in defining service strategies for manufacturing companies wishing to move along the continuum. The purpose of this study is to identify service strategies that correspond with specific environment-strategy fits. Using an exploratory factor and cluster analysis for testing Western European firms, the study highlights four different service strategies. The four service strategies include after-sales service providers (ASPs), customer support providers (CSPs), outsourcing partners (OPs), and development partners (DPs). After-sales service providers concentrate on cost leadership and ensure proper functioning of the product. Customer support providers form a unique value proposition by investing in a strong product and service differentiation. Outsourcing partners combine cost leadership with service and product differentiation to offer attractive prices for operational services. Their goal is to assume the operating risk and full responsibility for the customer's operating processes. Development partners provide research and development services to create a situation in which customers benefit directly from their development competencies.     

A network perspective on idea and innovation crowdsourcing in industrial firms

Crowdsourcing has been attracting the attention of both academics and practitioners over recent years. The aim of this article is to contribute to the current body of knowledge on innovation in networked contexts by systematically analyzing various crowdsourcing configurations available to industrial firms. We first develop a categorization of crowdsourcing in industrial firms comprising four distinct configurations: internal crowdsourcing; community crowdsourcing; open crowdsourcing; and crowdsourcing via a broker. We then proceed to draw from the literature on industry networks to further deepen our understanding of how these four distinct configurations can contribute to business and innovation activities of a focal industrial firm. Specifically, we focus on the structural properties, nature of collaboration, and governance of crowdsourcing networks. This novel combination of crowdsourcing and network research delivers new insights that enrich current understanding on various options available to industrial firms operating in networked contexts to facilitate their innovation processes.     

An Empirical Taxonomy of Supply Chain Management Practices

We develop an empirical taxonomy of supply chain management (SCM) practices grounded in the capability‐based view. Three groups—transactional SCM, translational SCM, and relational SCM—were identified using cluster analysis of data collected from over 200 U.S. manufacturing firms. We explain the differences among these groups and their relationship to improvements in supplier and buyer performance. Finally, we discuss implications for research and practice in SCM.     

A co-evolutionary analysis of longevity: Pakhoed and its predecessors

In this study of the warehousing company Pakhoed and its predecessors over a period of 200 years, we analyse the configuration of environmental forces, exploitation and exploration, and three firm-level longevity factors: a tolerant management style and decentralised structure; a strong sense of identity; and a conservative financial policy. The idiosyncratic set-up of Pakhoed's forerunners enabled their long-term survival through co-evolution with an environment that both compelled them to be responsive and provided them with scarce resources. In the most recent period, failed explorations helped Pakhoed to strengthen its sense of identity and to focus on a well-chosen field of exploitation.     

Embedded in context: How time and distance affect the convergence of personnel selection practices

The debate on convergence versus divergence or stasis in human resource management (HRM) practices over time is still ongoing. We look at configurations of organisations' personnel selection practices and empirically analyse the role of geographic, cultural and regulatory institutional distance between countries for emerging similarity or dissimilarity in these practices. We also examine whether convergence occurred between 1995 and 2015. Based on the Cranet data of 25,869 organisations from 42 countries and statistical tests using energy distance, we find a pattern over time, moving from stasis to divergence. In addition, personnel selection configurations relate to cultural and regulatory institutional differences in the sense that smaller distances lead to higher similarity. This is not the case, however, for geographic distance. Our study adds to the debate on HRM convergence and offers a new method of analysis for other areas of HRM research where configurations instead of single HRM practices play a role.     

Exploration,exploitation and human resource management practices in cooperative and entrepreneurial HR configurations

Human resource (HR) practices for selection, performance appraisal, performance–compensation linkage and training are found to be less formalized in entrepreneurial HR configurations (exploratory) than in cooperative HR configurations (exploitative). Although less formalization may support more flexibility and improvisation, it was found to have the disadvantage of reducing process transparency, developmental feedback, performance–compensation linkage strength and the amount of training available. These findings are consistent with theories of exploration and exploitation, with their extensions to human resource management and leadership, and the view that HR systems and practice should be varied in light of the organizational processes to which they are being applied.     

Public or Private Orientation of Pension Systems in the Light of the Recent Financial Crisis

This paper studies the appropriateness of a public or private orientation of pension systems in the light of the recent financial crisis, which has underscored the difficulties and contradictions associated with each system. The different institutional arrangements, in which public or private pension systems are embedded, are key components when assessing their responses to the crisis. Particularly, private pension systems are intertwined with financial markets, while social insurance-based pension systems are linked to the labour market mechanisms. This paper compares the British and French pension systems, as “archetypes” of private-oriented and public-oriented systems, respectively, the first relying on the market and private pension schemes, and the second on mandatory social insurance. This paper shows that the crisis has upheld the founding principles of the public (French) and private (British) pension systems to maintain the existing institutional configurations. At the same time, both systems have strengthened the role played by means-tested benefits and minimum pensions for low-income groups to offset the weaknesses of one or the other system, as emphasised by the crisis.     

Employee rights and organizational forms: An integrative framework for research

The goal of this study is to stimulate thought and provide initial direction for theory development and empirical investigation in regard to proposed linkages between employee rights concerns in the work environment and organizational forms. A review of pertinent literature on the subjects of organizational forms and employee rights is presented, in which a summary and critique of the current state of theory and research is emphasized in relation to those components of the two subject areas that are most relevant to the aims of the study. Following this review, the article undertakes a synthesis and integration of existing work, bringing together two scholarly fields of inquiry that have not been incorporated previously, and providing suggestions to establish critical associations and fill conceptual gaps. In this respect, the study constitutes a “first step” in the development of an orientation that accentuates the complementarity of perspectives concerning employee rights and organizational forms.