DOCSLIB.ORG

NEW CHALLENGES for EUROPEAN HUMAN RESOURCE MANAGEMENT This Page Intentionally Left Blank New Challenges for European Human Resource Management

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
NEW CHALLENGES for EUROPEAN HUMAN RESOURCE MANAGEMENT This Page Intentionally Left Blank New Challenges for European Human Resource Management NEW CHALLENGES FOR EUROPEAN HUMAN RESOURCE MANAGEMENT This page intentionally left blank New Challenges for European Human Resource Management Edited by Chris Brewster Wolfgang Mayrhofer and Michael Morley First published in Great Britain 2000 by MACMILLAN PRESS LTD Houndmills, Basingstoke, Hampshire RG21 6XS and London Companies and representatives throughout the world A catalogue record for this book is available from the British Library. ISBN 978-1-349-41188-7 ISBN 978-0-230-59795-2 (eBook) DOI 10.1057/9780230597952 First published in the United States of America 2000 by ST. MARTIN'S PRESS, LLC, Scholarly and Reference Division, 175 Fifth Avenue, New York, N. Y. 10010 ISBN 978-0-312-22872-9 (cloth) Library of Congress Cataloging-in-Publication Data New challenges for European human resource management/edited by Chris Brewster, Wolfgang Mayrhofer, and Michael Morley. p. cm. Includes bibliographical references and index. ISBN 978-0-312-22872-9 1. Personnel management±Europe±Case studies. I. Brewster, Chris. II. Mayrhofer, Wolfgang. III. Morley, Michael. HF5549.2.E9 N48 2000 658.300094±dc21 99±088128 # Selection, editorial matter and Chapter 1 # Chris Brewster, Wolfgang Mayrhofer and Michael Morley 2000; individual Chapters # individual contributors 2000 Softcover reprint of the hardcover 1st edition 2000 978-0-333-74965-4 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No paragraph of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, 90 Tottenham Court Road, London WIP 0LP. Any person who does any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The authors have asserted their rights to be identified as the authors of this work in accordance with the Copyright, Designs and Patents Act 1988. This book is printed on paper suitable for recycling and made from fully managed and sustained forest sources. 10 9 8 7 6 5 4 3 2 1 09 08 07 06 05 04 03 02 01 00 Contents List of Tables viii List of Figures xii List of Abbreviations xiv Notes on the Contributors xv PART I INTRODUCTION 1 The Concept of Strategic European Human Resource Management Wolfgang Mayrhofer, Chris Brewster and Michael Morley 3 PART II ASPECTS OF FLEXIBILITY 2 Flexible Working Practices: The Challenges for Europe Ricard SerlavoÂs and Mireia Aparicio-Valverde 37 3 Job Rotation: An Empirical Analysis of the Utilisation and StrategicIntegration in European Companies Andrea Friedrich, RuÈdiger Kabst, Maria Rodehuth and Wolfgang Weber 56 4 A Comparative Analysis of the Link between Flexibility and HRM Strategy Lesley Mayne, Olga Tregaskis and Chris Brewster 72 5 Flexibility in Profile: An Empirical Analysis based on the Data of 394 Belgian Companies Dirk Buyens, Tine Vandenbossche and Ans De Vos 97 6 Flexibility in Norwegian and British Firms: Competitive Pressure and Institutional Embeddedness Paul N. Gooderham and Odd Nordhaug 109 v vi Contents 7 Flexible Working Patterns: Towards Reconciliation of Family and Work Nancy Papalexandris 124 PART III TRAINING AND DEVELOPMENT 8 Human Resource Development in Foreign Multinational Enterprises: Assessing the Impact of Parent Origin Versus Host Country Context Olga Tregaskis 141 9 In Search of Management Development in Europe: From Self-fulfilling Prophecies to Organisational Competence Henrik Holt Larsen 168 PART IV INDUSTRIAL RELATIONS 10 Evaluating Change in European Industrial Relations: Research Evidence on Trends at Organisational Level Michael Morley, Chris Brewster, Patrick Gunnigle and Wolfgang Mayrhofer 199 11 Communication, Consultation and the HRM Debate Wolfgang Mayrhofer, Chris Brewster, Michael Morley and Patrick Gunnigle 222 PART V HUMAN RESOURCE MANAGEMENT IN CENTRAL EUROPE AND THE PACIFIC RIM 12 Human Resource Policies in European Organisations: An Analysis of Country and Company-specific Antecedents Wolfgang Weber, RuÈdiger Kabst and Christopher Gramley 247 13 Human Resource Management in Bulgaria: Hot Problems during the Transition to Market Economy Elizabeth Vatchkova 267 Contents vii 14 Human Resource Management in Australia: Towards a New Metaphor Robin Kramar 280 PART VI RESEARCH IN COMPARATIVE HUMAN RESOURCE MANAGEMENT 15 Coordination of Research Networks: Market, Bureaucracy and Clan in the Cranfield Network on European Human Resource Management (Cranet-E) Wolfgang Mayrhofer 303 16 Comparative Research in Human Resource Management: A Review and an Example Chris Brewster, Olga Tregaskis, Ariane Hegewisch and Lesley Mayne 324 Index 349 List of Tables 1.1 Member countries and years of surveys of Cranet-E 4 2.1 Percentage of companies who have broadened their employees' job content in the past 3 years (1995) 42 2.2 Accidents in Spain: breakdown by type of contract and sector of economy 47 3.1 Systematic implementation of job rotation according to countries 63 3.2 Systematicimplementation of job rotation in European companies according to economic sectors 64 3.3 Systematic use of job rotation according to the number of employees 64 3.4 Expected relationships between variables 65 3.5 Correlations of independent variables 66 3.6 Results of logisticregression 66 4AI.1 Discriminant function analysis (DFA) ± summary table 88 4AI.2 Classification results 88 4AI.3 Characteristics of high and low users of flexible working practices 89±90 4AII.1 Results for UK data 90 4AII.2 Results for Norwegian data 90±1 4AII.3 Results for Swedish data 91 4AII.4 Results for German data 92 4AII.5 Results for French data 92 4AII.6 Results for five-country European data 92±3 5.1 Proportion of organisations using flexible working arrangements 99 5.2 Change in the use of flexible working arrangements over the last 3 years 100 5.3 Proportion of workforce who are on specific contracts 102 5.4 Proportion of organisations with changes in the specification of jobs over the last three years 105 6.1 Recognition of unions as counterparts in bargaining 116 6.2 Reported changes in the influence of unions within the firms during the last 3 years 117 6.3 Operationalisation of variables 119 viii List of Tables ix 6.4 Effects of trade union power, national context, sector and degree of competition on changes in the use of temporary employees, part-time employees and subcontracting 120 7.1 Percentage of organisations with a change in the use of flexible practices in Greece 132 7.2 Percentage of organisations using flexible practices for more than 5% of their workforce 133 8.1 Training and development indicators and questionnaire items 152 8AI.1 List of significant and non-significant results ± organisations % and mean scores on each of the training and development indicators 160 8.2 HRD practices discriminating between MNEs and indigenous organisations 156 9.1 Percentage of organisations with a `high-flyer' policy 180 9.2 Percentage of organisations where there has been a change in responsibility of line management for training and development over the last 3 years 186 9.3 Percentage of organisations where there has been a change in the use of coaching over the last 3 years 186 9.4 Percentage of organisations where there has been a change in the use of mentoring over the last 3 years 186 9.5 Percentage of organisations where there has been a change in the use of on-the-job training over the last 3 years 187 9.6 Percentage of organisations where there has been a change in the use of line managers over the last 3 years 187 9.7 Percentage of organisations considering people management and supervision, as a training area, to be important to them over the next 3 years 188 9.8 Percentage of organisations where there has been a change in the specification of managerial jobs over the last 3 years 188 9.9 People employed by the organisation 193 9.10 Percentage of organisations with a corporate strategy 193 9.11 Percentage of organisations using the appraisal system(s) to determine the following 194 9.12 Primary responsibility for major policy decisions on training and development 194 10.1 Union density in European countries (1994) 209 x List of Tables 10.2 Proportion of employees in a trade union 210 10.3 Proportion of employees in a trade union: 4-year trends 210 10.4 Trade-union recognition 212 10.5 Trade-union recognition: 4 year comparisons 212 10.6 Trade-union influence 214 10.7 Trade-union influence: 4 year comparisons 214 10.8 Where policy decisions on industrial relations are mainly determined 216 10.9 Primary responsibility for major policy decisions on industrial relations 216 11.1 Incidence of statutory works councils/statutory board- level employee representation in the 12 member states 226 11.2 Percentage of organisations reporting a change in the use of direct verbal or written methods to communicate major issues to employees during the last 3 years 231 11.3 Briefing of different groups of employees 233 11.4 Percentage of organisations reporting a change in number of employees communicating their views through more individualised ways of communication 234 11.5 Percentage of organisations reporting a change in the use of representative staff bodies to communicate major issues to employees during the last 3 years 236 11.6 Percentage of organisations reporting a change in number of employees communicating their views through more collectivist ways of communication 236 12.1 Questionnaires
Load more

Recommended publications
  • Mireia Las Heras
    MIREIA LAS HERAS Balmes 361, 2nd Floor. Barcelona, Spain 08006 - 660 897641 [email protected] Education 2004-2009 BOSTON UNIVERSITY BOSTON-USA DBA program, Organizational Behavior 2001-2003 IESE, UNIVERSITY OF NAVARRA BARCELONA-SPAIN MBA 1990-1996 UNIVERSIDAD POLITECNICA DE CATALUNYA BARCELONA-SPAIN Bachelor’s degree in Advanced Industrial Engineering, specializing in Industrial Organization and Operations Management Experience in Academia August 2016- IESE Business School BARCELONA-SPAIN present Associate Professor of Organizational Behavior Director of the International Center for Work and Family Feb 2009- IESE Business School BARCELONA-SPAIN August 2016 Assistant Professor of Organizational Behavior Research Director of the International Center for Work and Family June 2005-2009 BOSTON UNIVERSITY BOSTON-USA Research Assistant May 2006 BOSTON UNIVERSITY-DONG HUA UNIVERSITY SHANGHAI-CHINA Teacher Assistant Jan 2006-May BOSTON UNIVERSITY BOSTON-USA 2006 Lecturer May 2003- IESE, UNIVERSITY OF NAVARRA BARCELONA-SPAIN Aug 2004 Instructor July 2002- SIMMONS CENTER FOR GENDER IN ORGANIZATIONS BOSTON-USA Sept 2002 Research assistant (Summer Internship) Other Academic Experiences June-November Ministry of Science and Higher Education Poland 2019 Member of the International Team of Experts to evaluate the “Excellence Initiative – Research University” March 2019 NUS (National University of Singapur) Visiting Professor Sept-Dec 2019 “Executive Education Center” Spółka z ograniczoną odpowiedzialnością – IWS Ministry of Justice Main Investigator
    [Show full text]
  • European Human Resource Management: Researching Developments Over Time
    A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Mayrhofer, Wolfgang; Brewster, Chris Article European Human Resource Management: Researching developments over time Management Revue Provided in Cooperation with: Rainer Hampp Verlag Suggested Citation: Mayrhofer, Wolfgang; Brewster, Chris (2005) : European Human Resource Management: Researching developments over time, Management Revue, ISSN 1861-9916, Rainer Hampp Verlag, Mering, Vol. 16, Iss. 1, pp. 36-62 This Version is available at: http://hdl.handle.net/10419/78964 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences),
    [Show full text]
  • Global Industrial Relations
    Global Industrial Relations Divided into two distinct, but linked, sections, Global Industrial Relations begins by exploring regional characteristics and variations in industrial relations systems around the globe before examining the following contemporary developments: ● international trends in unionisation ● international collective bargaining ● industrial relations conflict ● the juridification of industrial relations ● the impact of multinationals and globalisation on industrial relations. Providing an overview of the industrial relations systems of nine regions, ranging from North America to India, and an in-depth assessment of key aspects of global industrial relations in the twenty-first century, this text breaks new ground. In bringing together contributions from leading academics in the field, it makes invaluable reading for academics, students, and practitioners alike. Michael J. Morley is Assistant Dean (Research) and Director of the Graduate Centre of Business at the University of Limerick, Ireland. Patrick Gunnigle is Professor of Business Studies at the University of Limerick, Ireland, where he is also Director of the Employment Relations Research Unit. David G. Collings is a lecturer in Human Resource Management and Organisational Behaviour at the Sheffield University Management School, University of Sheffield, UK. Routledge Global Human Resource Management Series Edited by Randall S. Schuler, Susan E. Jackson, Paul Sparrow and Michael Poole Routledge Global Human Resource Management is an important new series that examines human resources in its global context. This series is organised into three strands: Content and issues in global human resource management (HRM); Specific HR functions in a global context; and comparative HRM. Authored by some of the world’s leading authorities on HRM, each book in the series aims to give readers comprehensive, in-depth and accessible texts that combine essential theory and best practice.
    [Show full text]
  • Preliminary Programme
    PLACE DE BROUCKÈRE-PLEIN - 31 - 1000 BRUSSELS - BELGIUM - Tel: 32 2 2266660 - Fax: 32 2 5121929 26th Workshop on Strategic Human Resource Management Reykjavik, May 16-17, 2011 Co-Organised with CHAIRPERSONS : Professor Martin HILB - University of St. Gallen, Switzerland (Coordinating Chairperson) Professor Dan ONDRACK - University of Toronto, Canada Professor Michael SEGALLA - HEC School of Management, France Professor Vlad VAIMAN - Reykjavik University, Iceland P R O G R A M M E Workshop on Strategic Human Resource Management - Monday, May 16, 2011 Registration 08:15 – 08:45 Programme presentation by Martin HILB - University of St. Gallen, 08:45 – 08:55 Switzerland Introduction by Vlad VAIMAN - Reykjavik University, Iceland, 08:55-09:05 Executive Editor EJIM Introduction by the Rector of the Reykjavik University 09:05 – 09:15 Key note speech by Professor Susan JACKSON (Rutgers University, 09:15 – 10:00 U.S.A.) - 'Greening Strategic HRM Research and Practice' Break 10:00 – 10:15 Parallel Sessions on Strategic HRM TRACK A: TRACK B: Chairperson : Martin Hilb Chairperson : Michael Segalla 10:15 – 10:35 TOP-MANAGERS’ PERCEPTION OF THE IMPORTANCE OF STRATEGIC HR SUSTAINABILITY AND HUMAN RESOURCE MANAGEMENT: WHAT REALLY LEMMERGAARD JEANETTE, (UNIVERSITY OF SOUTHERN DENMARK - MATTERS? ITALIAN HR MANAGERS AND SUSTAINABILITY OFFICERS’ DENMARK) - MARIA JÄRLSTRÖM PERCEPTIONS GUERCI MARCO, (MILANO POLYTECHNIC UNIVERSITY - ITALY) - MATTEO PEDRINI THE EFFECT OF DYNAMIC CONTEXTUAL FACTORS ON THE STRATEGIC 10:35 – 10:55 HOW STRATEGIC IS HUMAN RESOURCE MANAGEMENT GROUP WORK? ROLE OF HR SÄNTTI RISTO, (UNIVERSITY OF VAASA - FINLAND) - JÄRLSTRÖM MARIA, (UNIVERSITY OF VAASA - FINLAND) - LEMMERGAARD JEANETTE, VANHALA SINIKKA GYROSCOPIC MANAGEMENT AS ADDED VALUE FOR STRATEGIC HRM 10:55 - 11:15 STRATEGIC LEADERSHIP STYLES AND AMBIDEXTROUS LEARNING AS VINKE JOOP, (WEST UNIVERSITY-TIMISOARA - NETHERLANDS) - LOREDANA LEVERAGES OF DYNAMIC CAPABILITIES.
    [Show full text]
  • 1 Context and Global Mobility
    CONTEXT AND GLOBAL MOBILITY: DIVERSE GLOBAL WORK ARRANGEMENTS Wolfgang Mayrhofer & B. Sebastian Reiche Version July 2014 Guest editorial published in Journal of Global Mobility Copyright © 2013-2014 Wolfgang Mayrhofer and Sebastian Reiche. All rights reserved. B. Sebastian Reiche, PhD Associate Professor IESE Business School Department of Managing People in Organizations Ave. Pearson, 21 Barcelona 08034, Spain Tel: +34 93 602 4491 Fax: +34 93 253 4343 E-mail: [email protected] 1 Guest Editorial Context and Global Mobility: Diverse Global Work Arrangements 1 Introduction Due to the continuous growth of global business, an increasing number of people are taking on roles and responsibilities that reach beyond the domestic work context. Even the global crisis of 2008 and its aftermath do not seem to have changed this trend (e.g., Brookfield Global Relocation Services 2012). On the contrary, recent industry surveys expect international assignments to increase by 50% until 2020 (PWC, 2010). As a result, a growing number of people are directly collaborating cross-nationally (Hinds, Liu, & Lyon, 2011). At the same time, the context in which this global work occurs is becoming more and more complex and the forms through which people engage in global work increasingly fragmented (Tharenou, 2005). Regarding increasing complexity, while it has been common to view an international relocation as a single career event, more and more employees engage in repeated staff transfers, thereby increasing the intensity of global mobility over the course of employees’ careers (Shaffer, Kraimer, Chen, & Bolino, 2012). Global work hence does not only enhance demands for physical mobility but also requires individuals to demonstrate higher levels of cognitive flexibility and deal with a wider range of non-work disruptions.
    [Show full text]
  • O. Univ.-Prof. Dr. Wolfgang Mayrhofer
    o. Univ.-Prof. Dr. Wolfgang Mayrhofer Wolfgang Mayrhofer is Full Professor and head of the Interdisciplinary Institute of Management and Organisational Behaviour, Department of Management, WU (Vienna University of Economics and Business), Austria. He previously has held research and teaching positions at the University of Paderborn, Germany, and at Dresden University of Technology, Germany, after receiving his diploma and doctoral degrees in Business Administration from WU. He conducts research in comparative international human resource management and leadership, work careers, and systems theory and management and has received several national and international rewards for outstanding research and service to the academic community. His teaching assignments at the doctoral, graduate and executive level and his role as visiting scholar led him, among others, to the Copenhagen Business School (Denmark), United Nations (Geneva), ESADE (Barcelona, Spain), Estonian Business School (Tallinn, Estonia), Hertie School of Governance (Berlin, Germany), INCAE (Costa Rica), ISCTE (Lissabon, Portugal), Rotterdam School of Management (The Netherlands), Stanford University (Palo Alto, U.S.), Universidad Carlos III (Madrid, Spain) and University of Istanbul (Turkey). He regularly consults to both private and public sector organisations, with an emphasis on leadership, team and self-development by outdoor training/sailing. Wolfgang Mayrhofer is a member of the editorial/advisory editorial board of Career Development International, Cross-Cultural Management,
    [Show full text]
  • Ars Electronica Futurelab
    Ars Electronica Futurelab Andreas J. Hirsch Edited by Horst Hörtner, Roland Haring, Hideaki Ogawa Alchemists of the Future Ars Electronica Futurelab The First 25 Years and Beyond ARS ELECTRONICA FUTURELAB 25 Years of Ars Electronica Futurelab The creation of the Futurelab was in equal measure an accident or a stroke of luck (right people, right time, right place) and the unavoidable consequence of the original Ars Electronica idea of a merging of art, technology, and society. It was certainly also an urgent necessity—actually the only chance—to make the planned Ars Electronica Center with its groundbreaking innovations, high artistic standards, and clear didactical goals a fully functioning “Museum of the Future.” In mid-1995, entrusted with this task, we were faced with so many technical and creative challenges that there was simply only one way forward: putting together a team of ambitious and visionary artists and technicians and striving to turn this great vision, which up to that point had existed only on paper, into reality. To realize his idea of an Ars Electronica Center, Hannes Leopoldseder had in advance invited experts and artists from all over the world to develop visions for this new kind of center and, not surprisingly, the invitees outdid themselves with spectacular scenarios ranging from LED wallpaper with which all walls would be covered (at that time there were not yet LED flatscreens on the market) to kinetic components that would change the building constantly. Alas, there was then the reality, a reality in which it was not enough to cobble these kinds of prototypes together for a short demonstration at a fair or art exhibition, but rather one in which they had to stand up to the real world of permanent exhibitions where they were on show six days a week, with only one day for maintenance and repair.
    [Show full text]
  • Managing Human Resources in Europe
    MANAGING HUMAN RESOURCES IN EUROPE EDITED BY HENRIK HOLT LARSEN AND WOLFGANG MAYRHOFER Managing Human Resources in Europe Managing Human Resources in Europe provides an analysis of the most important themes in European human resource management (HRM) written by leading authorities based all over Europe. Unrivalled by any other text it provides a thematic approach with distinctive country examples in each chapter and is characterized by a critical approach with special attention given to dilemmas, controversies, paradoxes and problems in the field. This text is essential reading for all those studying or working in HRM in Europe allowing an exciting synthesis of theory and practice, illustrated with living case studies. Henrik Holt Larsen is Professor in Human Resource Management at Copenhagen Business School, Denmark. Wolfgang Mayrhofer is Professor of Organisational Behaviour and Management at Vienna University of Economics and Business Administration, Austria. Routledge Global Human Resource Management Series Edited by Randall S. Schuler, Susan E. Jackson, Paul Sparrow and Michael Poole Routledge Global Human Resource Management is an important new series that examines human resources in its global context. The series is organized into three strands: Content and issues in global human resource management (HRM); Specific HR functions in a global context; and comparative HRM. Authored by some of the world’s leading authorities on HRM, each book in the series aims to give readers comprehensive, in-depth and accessible texts that combine essential theory and best practice. Topics covered include cross-border alliances, global leadership, global legal systems, HRM in Asia, Africa, Europe and the Americas, industrial relations, and global staffing.
    [Show full text]
  • Download PDF (81.9
    Contributors Ina Aust, Louvain School of Management, Belgium. Hugh Bainbridge, University of New South Wales, Australia. Christine Bischoff, University of the Witwatersrand, South Africa. Tanya Bondarouk, University of Twente, The Netherlands. Paul Boselie, Utrecht University, The Netherlands. Anna Bos-Nehles, University of Twente, The Netherlands. Peter Boxall, University of Auckland, New Zealand. Julia Brandl, University of Innsbruck, Austria. Mary Yoko Brannen, University of Victoria, Canada / Copenhagen Business School, Denmark. Chris Brewster, University of Reading, UK. Jon Briscoe, Northern Illinois University, USA. Pawan Budhwar, Aston University, UK. Heejung Chung, University of Kent, UK. David G. Collings, Dublin City University, Ireland. Ngan Collins, RMIT University, Australia. Gwendolyn Combs, University of Nebraska-Lincoln, USA. Anabella Davila, Tecnologico de Monterrey, Mexico. Philippe Debroux, Soka University, Japan. Michael Dickmann, Cranfield School of Management, UK. Peter J. Dowling, La Trobe University, Australia. Marta M. Elvira, IESE Business School, Spain. Allen D. Engle Sr, Eastern Kentucky University, USA. Elaine Farndale, The Pennsylvania State University, USA / Tilburg University, The Netherlands. Marion Festing, ESCP Europe Business School Berlin, Germany. Stephen Frenkel, University of New South Wales, Australia. Barry Gerhart, University of Wisconsin-Madison, USA. viii Chris Brewster, Wolfgang Mayrhofer and Elaine Farndale - 9781784711139 Downloaded from Elgar Online at 10/02/2021 02:37:32AM via free access BREWSTER_9781784711122_t.indd 8 27/03/2018 11:31 Contributors ix Lonnie Golden, The Pennsylvania State University, USA. Douglas T. (Tim) Hall, Boston University, USA. Rana Haq, Laurentian University, Canada. Wes Harry, Cass Business School, UK. Shigeaki Hayashi, Tokyo Institute of Technology, Japan. Noreen Heraty, University of Limerick, Ireland. Michel Hermans, IAE Business School – Universidad Austral, Argentina.
    [Show full text]
  • Human Resource Management in Europe: Evidence of Convergence? Edited by Chris Brewster, Wolfgang Mayrhofer and Michael Moriey SJ
    Human Resource Management in Europe: Evidence of Convergence? Edited by Chris Brewster, Wolfgang Mayrhofer and Michael Moriey J Routledge S % Taylor & Francis Croup LONDON AND NEW YORK Contents Preface vii Acknowledgements ix List of contributors x Part 1 1 Human resource management: a universal concept? 1 Paul Gooderham, Michael Morley, Chris Brewster and Wolfgang Mayrhofer Part 2 2 The UK and Ireland: traditions and transitions in HRM 27 Sarah Atterbury, Chris Brewster, Christine Communal, Christine Cross, Patrick Gunnigle and Michael Morley 3 The Netherlands and Germany: flexibility or rigidity? 73 Bart Dietz, Job Hoogendoorn, Rüdiger Kabst and Anja Schmelter 4 Austria and Switzerland: small countries with large differences 95 Christiane Erten, Guido Strunk, Jean-Claude Gonzalez and Martin Hilb 5 France and Belgium: language, culture and differences in human resource practices 123 Dirk Buyens, Frangoise Dany, Koen Dewettinck and Berenice Quinodon 6 Spain and Portugal: different paths to the same destiny 161 Rita Campos e Cunha, Carlos Obeso and Miguel Pina e Cunha 7 Italy, Greece and Cyprus: HRM in the south-eastern Mediterranean corner of the EU 189 Nancy Papalexandris and Eleni Stavrou-Costea 8 Denmark and Norway: siblings or cousins? 231 Anna Patricia Rogaczewska, Henrik Holt Larsen, Odd Nordhaug, Erik Boving and Martin Gjelsvik 9 Sweden and Finland: small countries with large companies 279 Tina Lindeberg, Bo Mänson and Sinikka Vanhala 10 Bulgaria and Czech Republic: countries in transition 313 Josef Koubek and Elizabeth Vatchkova 11 Estonia and Slovenia: building modern HRM using a dualist approach 353 Ruth Alas and Ivan Svetlik 12 Turkey and Israel: HRM as a reflection of Society 385 Amnon Caspi, Batia Ben-Hador, Jacob Weisberg, Cavide Uyargil, Gönen Dündar and V.
    [Show full text]
  • 25Th EGOS Colloquium Barcelona July 2- 4, 2009 Program
    25th EGOS Colloquium Barcelona July 2-4, 2009 Program for creativity and innovation Energizing the study of organizations and organizing Interior portada PASSION FOR CREATIVITY AND INNOVATION 25th EGOS Colloquium Barcelona July 2-4, 2009 Program PASSION FOR CREATIVITY AND INNOVATION Contents Welcome 4 General information 13 Organizers 13 Colloquium registration and hotel reservations 13 Sponsors and exhibitors 13 Venue 14 Transportation to the venue 14 Opening celebration 15 Colloquium registration desk 16 Pre-Colloquium workshops hospitality desk 16 Technical equipment 16 Computer room and internet facilities 16 Registration fees 17 Coffees and lunch 18 Convenors’ and Organization Studies’ Joint Dinner 18 EGOS 25th Anniversary dinner and party 18 Hotel information 19 Useful information 21 Pre-Colloquium workshops 24 Other pre-Colloquium meetings 29 Colloquium timetable 30 General theme 33 Keynote speakers 34 Sub-plenary sessions 36 ‘Meet the Editor’ events 45 Viewing of film ‘Heroes and History ... ’ 47 List of sub-themes and their location 48 Sub-themes 52 Authors’ index 230 Venue floor plans 250 Map of the area 256 3 25th EGOS COLLOQUIUM · BARCELONA · SPAIN · JULY 2009 PASSION FOR CREATIVITY AND INNOVATION PASSION FOR CREATIVITY AND INNOVATION Dear EGOSians After a couple of years of intense preparations, we are thrilled that the 25th EGOS Colloquium Without their diligent work and dedication throughout the whole process, the Colloquium is now finally under way! would not have been possible. Thanks also to the organizers of sub-plenary sessions and It is a special Colloquium for all of us for many reasons. It is unique in that it marks a other pre-conference and conference events for their initiative and fresh ideas.
    [Show full text]
  • “Looking for the Holy Grail? Tracking Human Resource Management Developments Over Time - Reflections on Theoretical and Methodological Issues”
    “Looking for the Holy Grail? Tracking human resource management developments over time - reflections on theoretical and methodological issues” AUTHORS Wolfgang Mayrhofer Astrid Reichel Wolfgang Mayrhofer and Astrid Reichel (2008). Looking for the Holy Grail? ARTICLE INFO Tracking human resource management developments over time - reflections on theoretical and methodological issues. Problems and Perspectives in Management, 6(1) RELEASED ON Friday, 18 April 2008 JOURNAL "Problems and Perspectives in Management" FOUNDER LLC “Consulting Publishing Company “Business Perspectives” NUMBER OF REFERENCES NUMBER OF FIGURES NUMBER OF TABLES 0 0 0 © The author(s) 2021. This publication is an open access article. businessperspectives.org Problems and Perspectives in Management, Volume 6, Issue 1, 2008 Wolfgang Mayrhofer (Austria), Astrid Reichel (Austria) Looking for the Holy Grail? Tracking human resource management developments over time – reflections on theoretical and methodological issues The identification and estimation of change are a core issue for social sciences in general and for human resource man- agement (HRM) in particular. The conceptualization of change, however, is very complex. For the field of HRM, this paper identifies three major issues that emerge when defining and comparing change. First, the paper determines which conceptual framework to use for identifying relevant variables. Finding a fitting framework in the rather fragmented field is especially relevant when focusing not only on a single variable but a broader segment of or HRM as a whole. Second, it adds to the debate about the use of cross-sectional versus longitudinal cohorts for empirical studies of change. We point out that panels, although mostly regarded superior compared to quasi-longitudinal data sets, have their limitations in capturing change, whereas cross-sectional design can, in fact, add considerably to the understanding of change.
    [Show full text]