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"Gooderham, Paul N"
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Managing in dynamic business environments : between control and autonomy
This timely and innovative book focuses on budgeting control and ongoing beyond budgeting trends and its consequences for the organisation.
Book
National and firm-level drivers of the devolution of HRM decision making to line managers
Multinational companies must understand the influences on responsibility for managing people so that they can manage talent consistently thus ensuring that it is transferable across locations. We examine the impact of firm and national level characteristics on the devolution of HRM decision making to line managers. Our analysis draws on data from 2335 indigenous organizations in 21 countries. At the firm level, we found that where the HR function has higher power, devolution is less likely. At the national level, devolution of decision making to line management is more likely in societies with more stringent employment laws and lower power distance.
Journal Article
Context and HRM: Theory, Evidence, and Proposals
Human resource management (HRM) has paid insufficient attention to the impact of context. In this article, we outline the need for HRM to take full account of context, particularly national context, and to use both cultural theories and, particularly, institutional theories to do that. We use research publications that utilize the Cranet data to show how that can be done. From that evidence, we develop a series of proposals for further context-based research in HRM.
Journal Article
Human resource management: the promise, the performance, the consequences
Purpose – The dominant focus of HRM research has been that of “strategic HRM”, that is a focus on the impact of HRM on firm performance. The authors argue that not only are the cumulative results of this “dominant research orthodoxy” disappointing in terms of their external validity, but also they are of limited practical value. Further, it has failed not only in terms of its narrow firm performance-oriented agenda, but also the tenets of its agenda have contributed to serious levels of employee dissatisfaction and to the failure to deal with pressing global issues. The paper aims to discuss these issues. Design/methodology/approach – In order to assess the contribution of the dominant research orthodoxy the authors analyse the 16 most cited journal articles in the field of HRM. Findings – The authors find a predominance of US-centric studies and therefore a questionable cross-national generalizability of the dominant research orthodoxy. The use of cross-sectional data means that long-term effects cannot be gauged. The authors observe a lack of consensus on how to operationalize HRM and firm performance. National context is generally absent. Practical implications – The authors show that for HRM to realize its potential for governments, media, or philanthropic agencies, HRM must abandon its restricted scope and mono-dimensional sources of inspiration. Originality/value – The authors not only point to the shortcomings of the dominant research orthodoxy within HRM, but the authors point to how HRM could become significantly more “centre-staged” by addressing the actors searching for contributions to the big questions of the world – the governments, media, and philanthropic agencies.
Journal Article
Dynamic capabilities as antecedents of the scope of related diversification: the case of small firm accountancy practices
We propose that differences in the scope of related diversification in firms can be accounted for by differences in their dynamic capabilities. In order to test this, we analyze 254 Norwegian small firm accountancy practices' possession of key dynamic capabilities including the heterogeneity of their human capital, their internal development routines, and their alliances with complementary service providers. We also analyze the influence of strategic choice, in terms of the positioning of the practice and its underlying strategic intent. While we observe no clear effects for these two latter factors, we find that dynamic capabilities have a distinct impact on the scope of services.
Journal Article
Contextualizing AMO Explanations of Knowledge Sharing in MNEs: The Role of Organizational and National Culture
Ability, motivation, and opportunity (AMO) approaches have dominated studies of knowledge sharing in multinational enterprises (MNEs). We argue that there is a need to consider both the national and organizational cultural contexts. Beyond their direct influence on knowledge sharing with colleagues in other business units (BUs), national and organizational culture significantly reinforce the positive relation between individual motivation and knowledge sharing. Thus, our multi-level approach to knowledge sharing in MNEs gives rise to a contextualized AMO approach that provides a novel and more potent understanding of variations in knowledge sharing. At the individual level, our approach includes the degree of ability in the sense of professional competence, intrinsic motivation, and opportunities to interact with colleagues in other BUs. At the organizational and country levels, we examine the direct and indirect effects of a collaborative culture on knowledge sharing. We employ data from an MNE that operates across a variety of regions, including the Nordic countries, Central and Eastern Europe, and Southeast Asia. The sample consists of 11,484 individuals nested in 1235 departments in 11 countries. As well as confirming the significance of individual competence, intrinsic motivation, and opportunities for interaction for knowledge sharing, our findings reveal that both organizational culture and national culture are important factors for our understanding of knowledge sharing. This suggests that over and above recruiting intrinsically motivated employees, managers can enhance knowledge sharing by developing collaborative organizational cultures at the departmental level.
Journal Article
Institutional and Rational Determinants of Organizational Practices: Human Resource Management in European Firms
This paper tests predictions from institutional and rational perspectives about the adoption of organizational practices through a comparative study of human resource management in firms located in six European countries. Distinguishing between calculative practices-aimed at efficient use of human resources-and collaborative practices-aimed at promoting the goals of both employees and employer-the paper predicts differences in adoption across countries. Results show that institutional determinants, as indicated by the national embeddedness of firms, have a strong effect on the application of both calculative and collaborative human resource management practices. Firm size, a rational determinant, has a considerable impact on calculative practices, whereas the effect of industrial embeddedness is quite modest for both practices.
Journal Article
Enhancing knowledge transfer in multinational corporations: a dynamic capabilities driven model
While the possession of knowledge-based assets endows a firm with the potential to benefit following internationalization, a distinct ability to transfer knowledge efficiently is also required. The application of social capital theory has contributed important insights into the processes underlying knowledge transfer within the MNC. However, from a practitioner stand point this perspective needs to be supplemented in two ways. First, there is a need to take into account the influence of the external environment and second a need to incorporate the role dynamic capabilities, in the form of management-initiated practices, can play in enhancing levels of social capital. The latter include transmission channels, socialization mechanisms and motivational mechanisms. It is these mechanisms that represent the key modifiable elements in facilitating knowledge flows. The paper concludes with a conceptual model for the study of intra-MNC knowledge transfers that embraces the various facets of social capital, the influence of the external environment and modifiable practices.
Journal Article
Human Resource Management in US Subsidiaries in Europe and Australia: Centralisation or Autonomy?
We explore determinants of subsidiary autonomy in setting human resource management (HRM) practices within US-parented multinational enterprises (MNEs), in Europe and Australia. We examine both the effect of strategic context and the effect of the institutional location of the subsidiary. We find that US MNEs show greater centralisation of control over HRM where the subsidiary faces global markets, in coordinated market economies vs liberal market economies, and where union density is low.
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