Disrupted HR?

In this paper, I discuss possible avenues for future research aimed at bridging the research-practice gap on the topic of disruptions in human resources (HR). I focus on three global mega-trends—the flexible workforce, the digitalization of business models, and artificial intelligence and machine learning—and examine their influence on the field of human resource management (HRM) in general and in the context of the COVID-19 pandemic. I discuss why HRM research has overlooked potential paradigm-shifting possibilities that could ultimately equip HR practitioners with the knowledge needed to respond to disruptions caused by these mega-trends.</p

Dynamic capabilities and knowledge management: an integrative role for learning?

Modern strategic management theories try to explain why firms differ, because new sources of competitive advantage are keenly sought in the dynamic and complex environment of global competition. Two areas in particular have attracted the attention of researchers: the role of dynamic capabilities, and the firm's abilities for knowledge management. In this paper, we argue that there is a link between these two concepts, which has not been fully articulated in the literature. The aim of the paper is therefore to ascertain the conceptual connection between them as a basis for future research. Our proposed framework acknowledges and critiques the distinct roots of each field, identifies boundaries, and proposes relationships between the constructs and firm performance

Commodification of Academic Research in Emerging Countries

Purpose: In this paper we explore potential barriers for commodification of academic research in emerging countries.Design/methodology/approach: We carried out an exploratory study employing a mixed-method sequential exploratory design. Initially, qualitative interviews were performed to identify cognitive, structural, and ideological barriers associated with commodification. Subsequently, we administered a survey at three universities in Kazakhstan to gather quantitative data. The quantitative insights served to complement our qualitative findings and facilitate the interpretation of the observed patterns within the broader population.Findings: We found that a too rapid shift toward commercialization exacerbated concerns among faculty members and created obstacles to commodification. The obstacles identified through inductive clustering of themes from exploratory qualitative interviews were grouped into three intentionally broad categories: cognitive, structural, and ideological barriers. We argue that in emerging economies, the path to commodifying academic research should start with developing local infrastructure to address identified structural, cognitive, and ideological barriers. This, in turn, will lead to more successful commercialization and redefine the role of academics in society.Originality: This study represents one of the few endeavors into exploring commodification within the context of emerging economies. In recent decades, universities have faced substantial pressures to commodify academic research. While there has been a significant volume of research discussing and documenting the success of commodification in developed country universities, those in emerging economies have faced similar pressures without achieving comparable success. This paper delves into the reasons why.<br/

Methodological fit for empirical research in international business:A contingency framework

We seek to complement and extend the article by Welch, Piekkari, Plakoyiannaki, and Paavilainen-Mäntymäki (J Int Bus Stud 42:740–762, 2011), winner of the 2021 JIBS Decade Award, which advanced knowledge on case-based theory development in international business (IB). Similarly, we examine dimensions of scholarly inquiry across qualitative and quantitative research, using inductive and deductive approaches. Recent years have featured unprecedented growth in the volume and availability of data from diverse national contexts, offering novel opportunities for innovative research. Accordingly, we build on the logic of Welch et al. (2011) not only to elaborate on but also to call for a more pluralistic view of data and methodology. We advocate using a wider range of data and advanced methods in IB research, framed at the appropriate stage of theory development. We examine the interplay among theory, research design, data, and analytical technique, highlighting the role of data in methodological pluralism. While IB scholars have favored confirmatory approaches in deductive theory building, we argue for more exploratory research using both qualitative and quantitative data. We develop a contingency framework that highlights the stages of theory development, across the nexus of exploratory/confirmatory and qualitative/quantitative approaches, to guide empirical scholarship. We conclude by calling for triangulation and adopting the most appropriate combination of theory, research design, data, and analytical technique, to develop theory in IB research.</p

Multiculturals as strategic human capital resources in multinational enterprises

Multiculturals – individuals with notable cultural knowledge, skills, abilities, and other characteristics (KSAOs) – are widely assumed to contribute to MNE performance leading, ultimately, to global competitive advantages. We nuance this general belief by arguing that what matters for an MNE’s competitive advantage is not the employment of multiculturals per se, but rather the MNE’s ability to transform multiculturals’ KSAOs into strategic human capital resources by creating complementarities between KSAOs and emergence-enabling factors. Using a 12-month in-depth ethnographic study over the span of two years in two MNEs, we identified five emergence-enabling factors that enable the transformation of multiculturals’ KSAOs into human capital resources and strategic human capital resources: (1) a global mindset, (2) a differentiated HR architecture, (3) the language policy and practices, (4) team diversity, and (5) multicultural team leadership. We suggested that a global mindset and differentiated HR architecture are emergence-enabling factors that enable the transformation of KSAOs into unit-level strategic human capital resources that are relevant for competitive advantage, while team diversity and multicultural team leadership are emergence-enabling factors that enable the transformation of KSAOs into unit-level human capital resources relevant for performance parity. Finally, the language policy and practices were relevant for both processes.</p

HRM Practices and MNC Knowledge Transfer

ABSTRACT The paper supports the idea that organizations can institute various internal structures, policies and practices to overcome transfer barriers and facilitate the degree of knowledge transfer. I discuss a framework for future empirical research on the relations between human resource management (HRM) practices and knowledge transfer in multinational corporations (MNC). The proposed model is empirically testable, includes a wider range of HRM practices and is not limited to one mode of foreign operations only

Employees' entrepreneurial contributions to firms in Russia, 1995–2004

This article examines how employee self-reported entrepreneurial contributions evolved in firms operating in Russia in 1995–2004 and whether changes can be explained by Akerlof's theory of implicit gift exchange in labour contracts. We find that these contributions were indeed influenced by wage premia and shifting work norms, declining by about a half during the period and with a particularly marked fall in contributions by manual workers. The trend was found among foreign-owned, private Russian-owned and state-owned companies. Akerlof's model therefore helps explain Russian workers' changing behaviour

HRM Practices Affecting Extrinsic and Intrinsic Motivation of Knowledge Receivers and their Effect on Intra-MNC Knowledge Transfer.

This paper explores why and how HRM matters for knowledge transfer within multinational corporations. It is built upon the premise that there are certain HRM practices influencing extrinsic and intrinsic motivation of knowledge receivers. It is found that complementarity among HRM practices exists but does not always have a positive effect on knowledge transfer. Three hypotheses derived from these arguments are tested on data from 92 subsidiaries of Danish multinational corporations located in 11 countries

HRM practices and knowledge transfer in MNCS

This chapter introduces HRM practices that help MNCs to overcome knowledge transfer barriers (knowledge-driven HRM practices). It argues that MNCs can institute various HRM practices that impact knowledge transfer barriers associated with behavior of knowledge senders and receivers. HRM practices relevant for absorptive capacity of subsidiary employees form two groups – cognitive (job analysis, recruitment, selection, international rotation, career management, training and performance appraisal) and stimulative (promotion, performance-based compensation, internal transfer, orientation programs, job design and flexible working practices). The application of cognitive HRM practices enhances the ability of knowledge receivers to absorb transferred knowledge, while the use of stimulative HRM practices increases their motivation. Temporary and permanent types of international assignments respectively influence the ability and motivation of expatriate managers to share their knowledge. Keywords: Human Resources; Personnel; Human Resource Management; Multinational Corporations; Organizational Innovation; Organizational Learning

Negative Impact of HRM Complementarity on Knowledge Transfer in MNCs

This paper explores reasons for negative complementarity among HRM practices. It is built upon the premise that there are certain HRM practices influencing extrinsic and intrinsic motivation of knowledge receivers. If those HRM practices are applied in a complementary way, their impact on knowledge-related outcomes will result in crowding effect of extrinsic and intrinsic motivation and be negative. Hypotheses derived from these arguments are tested on the data from 92 subsidiaries of Danish multinational corporations located in 11 countries. Extrinsic/intrinsic motivation, HRM practices, knowledge transfe