ABSTRACT. HRM implementation is increasingly recognized as a necessary condition for effective HRM. Line managers (LMs) play a crucial role in this process as they are often responsible for introducing corporate HRM policies into their units. Previous work has shown that LMs are more likely to effectively implement HRM policies when they have the ability, motivation, and opportunity to do so, but little is known about how these different factors relate to each other in influencing LMs implementation behaviors. We address this question by analyzing data obtained from 22 in-depth semi-structured interviews with senior and front LMs, as well as employees from a single Dutch organization in the life sciences industry. Our results suggest the need to distinguish between different dimensions within each AMO factor and to incorporate additional conceptual lenses in understanding LMs implementation effectiveness. We also find evidence that ability and motivation influence each other, either creating positive or negative cycles, and that opportunity affects motivation, and in some cases also ability.

ABSTRACT. Scholars have focused on traditional mentoring in the past, nevertheless, inter-organizational mentoring processes (where mentor and mentee belong to different organizations) are becoming increasingly popular. Mentors are of major relevance for the success of these kinds of HR Development procedures. Therefore, the purpose of this work is to explore the essential mentor characteristics for effective inter-organizational mentoring. In order to achieve this goal, firstly, we have performed an exhaustive literature analysis to identify primary mentor characteristics in the managerial scenario (29 characteristics have been obtained), and secondly we have subjected them to Delphi analysis to determine their relevance according to experts. An Exploratory Factor Analysis (EFA) has helped us reduce the previous 29 items to 7 factors that resume essential mentor characteristics that any program coordinator of this kind of inter-organizational mentoring program can use for mentor selection and training.  Results are also valid for those mentors that would like to track their progress through the process. An additional value of this work is that we have counted on 19 experts in inter-organizational mentoring from 11 organizations that have given us their practitioners’ point of view at every step of this research.

ABSTRACT. Methodologies for researching management reflect the fact that theories of management originated in the developed Western societies. Such methodologies may not provide accurate data management in under - researched geographical regions where collecting and evaluating evidence about management may be particularly difficult for outsiders. As an example, we examine the case of the Arab Middle East, outlining the challenges to conducting management research in such regions, and indicating some opportunities that they offer. We offer some proposals for innovative ways of collecting data in such regions.

ABSTRACT. Leadership has received significant attention over the past years. Now is the time to refine how leaders impact on followers and their attitudes. This study examines how inspirational leaders influence follower characteristics (FC), and in turn, their happiness at work. In this study, the mediating effect of follower characteristics in the relationship between inspirational leadership and happiness at work was specifically examined. Data was gathered from 389 frontline banking employees working in Italian and Spanish banks. A confirmatory factor analysis revealed a positive partial mediating role of follower characteristics in the relationship between inspirational leadership and happiness at work. Results showed that inspirational leadership exerts a more positive influence on followers’ happiness at work when follower characteristics are more positive. Our discussion highlights the importance of understanding the role of the follower characteristics that are involved in the effectiveness of inspirational leadership when promoting happiness at work, and how they can be conceivably applied.

ABSTRACT. This article studies the impact of macro - context - related specificities on personnel selection practices in Lebanon, using the PESTLE framework. The exploratory qualitative methodology is based on different sources: Thirty - nine in - depth interviews with HR professionals and line managers, thirty - six written answers from talented employees pursuing an MBA program, and extensive documents. The results reveal that selection practices in Lebanon constitute a blend of Western - style approaches and local customs that emanate mainly from the socio - cultural environment. These macro - context particularities shape in different ways selection practices through mimetic, normative, and coercive isomorphism, depending on the ownership type of the organization. Our study shows that the local indigenous concepts of wasta, which we further differentiate as “good” and “bad” wasta, as well as irif, among other factors, play important roles in who is being recruited by certain organizations in Lebanon.

ABSTRACT. The human capital of researchers is a key element in the explanation of scientific productivity. However, few studies analyze this topic in an academic context, and their conclusions about definitions and composition remain ambiguous. We propose a theoretical framework to explain academic human capital and suggest a measurement scale. We used the Delphi technique to reach consensus on academic human capital factors. The resulting scale for measuring academic human capital was composed of 22 items. Exploratory and confirmatory factor analyses were conducted to determine the underlying factorial structure of the scale, drawing on a sample of 2,223 academic researchers in Spanish universities. The results of the analysis provided a five- dimensional structure of academic human capital, measuring the knowledge and abilities required to perform research activities, as well as skills related to the organization of scientific processes, alertness to research opportunities, and the openness to provide and receive criticism.

ABSTRACT. The aim of the research was to increase the vision of strategic knowledge management in higher education institutions. The problem for the research was to clarify the importance of knowledge management in higher education institutions. The research questions were

- How is the importance of knowledge management perceived in the organization?

- How can knowledge management be developed in the organization?

The results of the research showed that the strategy base of knowledge management was strong.. Knowle dge management has to be based on the strategy and vision of the organization. The core competencies of the organization have to be determined on the basis of these Networks are important in knowledge sharing. Inside the organization the significance of cooperation is emphasized. The organizational culture has to support open discussion and cooperation. The support and example of the management towards knowledge management are important.

ABSTRACT. Talent scarcity in many parts of the world leads to the necessity to enlarge talent pools in order to provide enough future holders of key positions. Taking the scholarly discussion at the overlap of talent management and current careers literature as a starting point our qualitative empirical research provides insights in talent’s career decisions in an eastern emerging market, India, and a western developed country, Germany. 49 interviews with internationally experienced knowledge‐workers were held to find out how to they come to career decisions throughout their career. Special focus was the balancing act of professional and private life sphere. An inductive‐deductive approach was used to develop categories in MaxQda. Results show the impact of institutional frame, cultural context, and gender differences. Consequently, a stronger focus on talent’s different life phases with context specific deviations when configuring Talent Management in Multinational Enterprises can be advised.

ABSTRACT. Contemporary g lobal mobility and dual careers are two key features of working life today. Little is known however, about where they intersect, where one partner travels for their career, while the other partner is left behind, caring for the family and attempting to manage their own career. The purpose of this paper is to explore how the partner’s career is impacted by the traveller’s absence, and the strategies employed to enable continued career development.

Drawing on interviews with the partners of international yachtsmen, the findings highlight the prioritisation of the traveller’s career, for reasons of finance and their passion for their career. The implications of this could be detrimental to the partner’s career. Personalised, flexible working arrangements are essential in order for the partner to achieve a sustainable work - family balance. Ad hoc contract employment, remote working, and lifestyle entrepreneurial self - employment are strategies employed to facilitate career developmen .

ABSTRACT. In increasingly competitive labor markets, organizations are facing the challenge to design and implement appealing work environments to attract and retain talents. So far, little is known about what kind of career systems current talents expect from employers. In a cross-cultural study of (N = 284) Canadian and German business students, we identify and compare talents’ expectations concerning companies’ career systems. Furthermore, we test whether, and which, value orientations influence their preferences. Results show that talents expect that their contributions to teams are recognized, instead of individual achievements, only. They appreciate formal processes with set criteria applied in promotion decisions. They are indifferent about the role of tenure and whether priority is given to external or internal staffing. Differences between Canadian and German talents are gradual, but significant. Results confirm relations between the values talents hold and what they expect from career systems. Implications for practice and research are discussed.

ABSTRACT. This article examines the role of human resource management (HRM) in building trust among employees at workplace from the perspective of digital age. Previous research exchange theories like social exchange, leader-member, organisational justice and perception of organizational support suggests that human resource (HR) activities affect the development of employees trust. HR functioning have been changed noticeably in the recent years due to the emergence of digital age that has been marked by the increased dominance of digital technologies. Moreover the HR functioning is influenced by the digital age influencers (DAI) that affect the trust building in employees at workplace. Trust has been studied as a concept from different perspectives and levels. However, rarely any empirical qualitative studies have focussed on trust building in the digital age from the perspective of HRM. To address this research gap, this article focuses on the DAI affecting the trust of employees at work and the transformation in the role of HRM and proposes two separate frameworks for classic and digital age. The data for this study was collected through interviews and narratives using social media platforms like LinkedIn and Facebook from the human resource practitioners and employees working in multinational organisations. The findings reveal that the early role of HRM in developing the trust among employees at work has diminished and the influencers identified in this paper affect the trust building in the existing workforces.

ABSTRACT. As firms are increasingly competing for qualified employees, Employer Brandiing has become a popular business practice for attracting and retaining talent. Guided by the lens of the psychological contract, we analyze EB messages on career pa ges on Facebook of 30 major MNCs in the US,, UK,, and Germany and focus on the expectations ( and promises ) made by MNCs to their future and existing employees. The analysis reveals strong expectations of employees towards creativity, innovativeness, risk - tak ing and commitment. Moreover, European MNCs put more emphasis on formal education that US MNCs while US firms put a stronger emphasis on business - driven contents and societal engagement. We discuss the patterns by drawing on literature on intrapreneurism and comparative capitalisms. Our research provides valuable insights in the expectations of MNCs towards their workforce and hence in the nature of contemporary employment relationships.

ABSTRACT. Digital transformation is posing challenges for Human Resource Departments worldwide. Firms operating internationally face additional challenges with learning and development, remuneration and compensation, and integrating HR with other organisational management functions. The advent of effective digital ecosystems with and beyond organisations will almost certainly catch some HR professionals unprepared to capitalise on the opportunities the digital transformation presents. Attracting and retaining top digital talent will also require developing digital based communication channels to engage with current and future employees. Enabling this will be the increased data analytic capabilities brought about by digital transformation. Reliable data that is regularly collected, collated and implemented into decision making will enable HR to achieve an increase in effectiveness, efficiency and value.

ABSTRACT. T here is a persuasive argument that workforce participation has provided the platform for organisations to formulate and implement appropriate HRM practices to fit the global as well as the local context of their operations. This paper contributes to this issue with empirical evidences from some organisations by examining the sustainability of existing collective bargaining mechanisms and the collective agreements deri vable from this process. It examined how factors embedded in the cultural and institutional framework of collective bargaining impact on its strategic importance.

The research was based on the analysis of recent industrial relations development and eviden ces from 11 multinational companies in the formal labour sector and the case studies were conducted through the administration of a questionnaire to the employees in the selected companies.. This was complemented by open - ended and semi - structured interviews with a variety of HR practitioners in the companies but also respondents from the major institutional actors. This combined methodology allowed inferences from quantitative and qualitative perspectives; allowing a more detailed analysis of both actors and mechanisms in collective bargaining processes.

In conclusion, this paper analyses some aspects of the trajectory of collective bargaining evolution albeit focusing on examining appropriate criteria (pparticularly employee orientation)) for adopting a colle ctive bargaining strategy,, which provides the opportunity for both the employers and workforce to be more pragmatic . Furthermore, it demonstrates that collective bargaining has specific country orientations, reflecting the cultural predispositions of each country and the cultural paradigms and the connectivity of these issues.

ABSTRACT. The incorporation of socially responsible aspects on human capital management has important implications for organizational performance and intangible value generation. Employees contribute with their knowledge (human capital), network of relationships (social capital) and culture strength (organizational capital) to the value creation of companies. Despite the importance of intellectual capital dimensions in personnel management, few studies highlight the effects of developing socially responsible actions on intellectual capital generation and organizational performance. Considering this gap, this manuscript seeks to clarify whether a Socially Responsible orientation in Human Resource  Management policies can improve intellectual capital, and consequently organizational   performance. Configurational approach is the basis for the conceptual. 85 responses from human resource managers of large companies were obtained. Results allow testing direct and individual effects of certain socially responsible policies, not confirming mediating effects of IC on organizational performance. Surprisingly, the socially responsible human resource policy of fair remuneration and social benefits has negative and significant effect on organizational performance.

ABSTRACT. As every innovation is rooted in human creativity, attracting creative talents has become crucial to organizational success. Nowadays, however, attracting creative talents is challenging as demographic changes and a stagnating qualification level result in a shortage of such talents.. Based on the concept of person - or ganization fit,, we designed an experimental study to examine whether a firm’s creative workspace design attracts creative talents. We find that creative (vs. conventional) workspace design enhances organizational attractiveness for both high - creative and low - creative individuals.. Interestingly, the positive effect of creative workspace design is stronger for high - creative individuals than low - creative individuals. Our results imply that organizations should design creative workspaces in order to increase th eir attractiveness for young talents and, in particular, to attract especially creative talents. This study provides fresh insights on how the physical workspace design influences people outside of the organization.

ABSTRACT. This study examines the effects that the ambidextrous relations have on employee performance in terms of creativity, research and development (R&D) and innovation performance. Specifically, we contend that informal relations affect employees' creativity and R&D. However, formal relations affect employees' creativity and innovation performance. We empirically tested our hypothesis by using multisource data collected from 245 Spanish firms across fourteen industries. Our structural equations models and our integrative theoretical development support that these two types of relations predict employee creativity, which in turn increases innovation performance (formal relations) and R&D (informal relations). Additionally, the results reveal that the effects between informal relations and creativity are stronger, as well as the effects between formal relations and innovation performance. A multi- group structural analysis also reveals that effects between informal and formal relations, employee creativity, R&D and innovation performance are stronger within firms that have employees with high social capability. Therefore, the efforts and investments made in employee social capital support the development of new ideas, R&D and innovation success. This study provides a plausible explanation for two important management mechanisms for enhancing creativity, R&D and innovation performance.

ABSTRACT. Based on the extensive review of extant literature, this article goes forward with some further developments for EOR research. Beyond the predominant social exchange framework, the article offers a more comprehensive integrated model to explore EOR from the perspectives of both social exchange and social identity theories. We argue that the relationship between employee and organization should involve both social exchange and social identity elements, which would interplay to predict employees’ attitude and behaviour, thus leading to different types of EOR. Further, from the relationship aspect of EOR, the dynamic process of such a relationship is captured to reveal how employee and organisation interact with each other and how the relationship is developed and changed during the process. Moreover, the context issue is brought up, which discusses institutional, cultural, industrial and occupational factors to follow the changes and trends in the workplace. According to the literature reviewed, an integrated dynamic model is developed for EOR research. Finally, propositions on EOR functional mechanisms, methodology, contextual factors and employee wellbeing are put forward for future research.

ABSTRACT. In this study, the effectiveness of a technology delivered instruction (TDI), the Human Resource Management simulation, was investigated using a within - subjects design. Sixty - nine upper level undergraduate management students at a mid - Atlantic university in the U.S. completed the Human Resource Management competency measure twice, once at the beginning of the semester and again at the end of the semester. Their HR competencies improved significantly at the end of the semester. Further, the improvement was s imilar among students taking the course as a hybrid format (41% gain) compared to those taking the course as an on - line format (39% gain) . Discussion was made in relation to competency - based teaching practices and future research.

ABSTRACT. This paper develops and empirically tests a moderated mediation model of justice perceptions, cognitive trust, and work outcomes of host country nationals (HCNs) in foreign subsidiaries. More specifically, we draw on social exchange theory to hypothesize that cognitive trust mediates the positive relation between procedural and distributive justice perceptions and three work-related attitudes: job satisfaction, organizational embeddedness, and turnover intentions. We also hypothesize a positive three-way interaction among justice perceptions, English proficiency, and who rates HCNs’ perfromance (i.e., expatriate vs. HCN managers), predicting cognitive trust. Based on data collected in two timepoints from 1,233 HCN employees of Japanese subsidiaries provide support for these hypotheses.