Labour Market Flexibility,Human Resource Management and Corporate Performance

Labour market flexibility is often portrayed as a key to the competitive success of the UK and US economies. We surveyed several hundred firms in the UK, and using the resulting data (on over 200 manufacturing firms) this paper investigates the relationships between firms’ use of flexible work practices, human resource systems and industrial relations on the one hand, and corporate performance on the other hand. The results suggest that ‘low‐road’ practices – short‐term contracts, a lack of employer commitment to job security, low levels of training and low levels of human resource sophistication – are negatively correlated with corporate performance. In contrast, it is found that ‘high‐road’ work practices –‘high commitment’ organizations or ‘transformed’ workplaces – are positively correlated with good corporate performance. It is also found that human resource management practices are more likely to contribute to competitive success where they are introduced as a comprehensive package, or ‘bundle’ of practices. Significant interaction effects between human resource systems, trade unions and flexible work practices add further support to the bundling hypothesis.     

Talking of HRD

This paper draws upon research exploring the emergence of HRD within the British National Health Service (NHS), the aim being to investigate how HRD has been talked into being, is talked about and accomplished through talk. HRD is conceptualized as a socialand discursive construction, and as discursive action. It is argued that conceptualizing HRD as a social and discursive construction can help identify and explain changes in ways of thinking and talking about HRD. Conceptualizing HRD as discursive action can help explain and justify HRD activity, in that much of what HRD practitioners and academics ‘do’ is ‘talk’. This paper explores these concepts and introduces a typology of the discourses of training and development (T&D), HRD and strategic HRD (SHRD), labelled Tell, Sell and Gel. It is suggested that this typology is a useful analytical tool for those practising HRD, providing ameans for HRD professionals to identify and analyse, and possibly change, their practices and discourse(s). The paper introduces a way of identifying how HRD might be talked ‘about’ and theorizes how discursive activities (the talk) might be changing.     

Triaging overflow: A case study of the ‘Gateway Assessment’ in the UK Citizens Advice Service

This article explores the impact upon the work of the UK Citizens Advice Service of the ‘Gateway Assessment’ system, a ‘triage device’ rolled out across Citizens Advice Bureaux in England and Wales from 2007 onwards designed to deal with an overflow of client needs.The paper addresses the history of ‘triage’ as a method for dealing with an excess of problematic bodies, before describing how a demonstrable need for systems to organise an overflow of advice needs within Citizens Advice Bureaux led to the emergence of triage as a ‘technique of government’ that would re-shape the advice process. Yet, as an attempt to regulate ‘from above’ the front-line of the Citizens Advice service, it met forms of resistance as existing practices of advice work and local situations fell into conflict with the inflexibility of the Gateway Assessment Process. The paper describes how implementation of the Gateway Assessment involved acts of compliance and acts of resistance, followed by a jostling between actors and a reshaping of the spaces of regulation, resulting in the ‘Gateway Plus’ model in which triage can slip into advice where necessary. We argue that this process displayed a conflict between a framing of overflow as an excess of countable bodies and one of problem-bearing subjects, the latter being derived from the relational and voluntary practice of advice.     

Religious Social Identities in the Hybrid Self‐presentations of Sikh Businesspeople

This paper explores the identity work practices of Thai Sikh businesspeople. The paper focuses on two important social identities in participants’ self‐presentations – those derived from religious (Sikh) and western business discourses – and identifies powerful tensions in their hybrid identity work. Conducting discourse analysis on identity work practices within interview settings, the authors explore how participants resolve, accommodate or reject these discursive tensions while attempting stable and coherent hybrid self‐presentations. They identify several different forms of hybridity, including what they term ‘equipollence’, which occurs when two equally powerful, contradictory discourses are incorporated in self‐presentations, producing potentially irresolvable intersections and leading to a lack of coherence. Contributions are made to the literatures on religion and work, hybrid identity work processes and social identities.     

Fuzziness in Action: What Consequences Has the Linguistic Ambiguity of the Core Competence Concept for Organizational Usage?

Linguistic ambiguity is one of the most prominent characteristics of management fashions. Using the example of one of the most popular management concepts in the 1990s, the core competence approach, we analyse the consequences of linguistic ambiguity on the level of organizational usage. We pursue an in‐depth case study of a German corporation which can be seen as a ‘heavy adopter’ of the core competence concept. A central implication of our study is that the term ‘ambiguity’ itself has several meanings depending on the level of analysis. On a general level the managers interpreted the core competence concept relatively homogeneously. They simplified and generalized it to an organizational principle and perceived it as guiding action. At the same time, each manager defined his or her own set of core competences. Thus, underneath a seeming consensus, a large variety of practices may hide. This novel kind of ‘contextual ambiguity’ does not originate from the linguistic ambiguity of the management fashion but from the plurality of local contexts in which the concept is interpreted. The managers' pragmatic attitude to the core competence ‘principle’ contributed to the high contextual ambiguity and the – compared to the media discourse – high longevity of the fashion within the case company. Our findings urge management fashion scholars to pay more attention to the distributed and polyphonic character of organizations and the organizational nature of the ‘consumption’ of ambiguous management knowledge.     

Building cultural intelligence: insights from project management job advertisements

This paper examines how organisations that conduct worldwide recruitment of project management professionals can derive insight from the cultural preferences stated within project management job advertisements. Drawing on project management practitioner job advertisements placed by 2040 organisations across seven countries and seven industries, we employ Hofstede’s national cultural framework to categorise cultural preferences which the organisations persistently replicate in their specifications of desired candidate project management practitioner competency. To map global trends and national variations, data analysis is undertaking and utilising exploratory data analysis, Poisson regression and negative binomial regression are used. The paper finds that specific national cultural dimensions – ‘Collectivism’, ‘Uncertainty Avoidance’ and, to a lesser extent, ‘Power Distance’ – are the most salient cultural denominators for advertised project management positions, while this is not the case with ‘Masculinity’ and ‘Individualism’. The findings raise issues about which organisations should seek to become more culturally intelligent, and which relate to the adaptiveness of the cultural preferences that they articulate through their job advertisements, both to project tasks and to cultural contexts for projects.     

Implementing human resource development best practices: Replication or re-creation?

Abstract

Firms increasingly introduce HRD ‘best practices’ developed somewhere else, but results often fall short of expectations. Much of existing theory fails to guide the implementation of HRD best practices because it does not recognize how introduced practices interact with existing practices in the firm. In this paper, we contrast the dominant perspective ‘Implementation as Replication’ with a perspective of ‘Implementation as Re-creation’. Through four stages of the implementation process, we identify and discuss how these contrasting perspectives yield different implications for how firms go about introducing HRD best practices. First, when firms take up a practice, is this a process of adoption or translation? Second, is it assumed that new knowledge can be implanted directly and lead to new behaviour, or is active experimentation a necessary precondition to gain new knowledge? Third, are deviations from the intended plan considered errors to be corrected or sources for learning? Fourth, are introduced best practices treated in isolation or as integral parts of the firm's management system? We argue that implementation efforts guided by the re-creation perspective increase the prospects of HRD best practices succeeding as a useful tool in the receiving firm.     

Generations in organizations

Despite a rich tradition of scholarship across many disciplines, organizational research on the topic of generations has been relatively scarce. In this article we develop a framework for studying generations in organizations that draws on multiple conceptualizations across multiple disciplines. Our framework distills two distinct critical elements that give ‘generations’ agency in organizational settings – chronology (the idea that a unique location in time creates a ‘generation’) and genealogy (the idea that generations are linked through the transmission/descent of ideas/values/skills/knowledge). After an historic overview of the evolution of the topic of generations, we review generational research across the fields of political sociology, family sociology, psychology, social anthropology, cultural sociology, demography, and gerontology. Our framework elucidates how linkages between generations, based on chronology and genealogy, can be characterized in organizations and how the nature of intergenerational contact and transfer predicts a wide range of organizational outcomes such as change/innovation, conflict, turnover, and socialization. We outline the implications of this framework for future research on generations in organizations.     

Introduction: Knowledge Construction and Creation in Organizations*

While adopting a knowledge‐based perspective on organizations has been valuable, since, among other things, it enables us to see links between organizational learning and a firm's competitive advantage through the development of idiosyncratic capabilities, it has nonetheless tended to treat organizational knowledge as ‘given’, exploring how it is related to other ‘given’ variables. The focus of this special issue is to unpack the notion of organizational knowledge by exploring the processes and practices through which knowledge is constructed and created in organizations. A constructivist perspective assumes that ‘knowledge’ presupposes work and seeks to explore how what comes to be considered as organizational knowledge is established and validated (or fails to do so). By seeing organizational knowledge as work we can further probe into how knowledge is shaped by organizational strategies and incentives and, more radically, how power and politics influence the struggle between competing bodies of knowledge in organizations.     

Strategic Development of Business Models: Implications of the Web 2.0 for Creating Value on the Internet

There is virtually a consensus that, to remain competitive, firms must continuously develop and adapt their business models. However, relatively little is known about how managers can go about achieving this transformation, and how, and to what extent, different types of business models should be adapted. To illustrate the differential effect of environmental changes on different business model types, this article draws from the ‘4C’ Internet business model typology to elaborate on how a recent wave of changes on the Internet – the emergent Web 2.0 phenomenon – is affecting each of its four business model types. We argue that Web 2.0 trends and characteristics are changing the rules of the ‘create and capture value’ game, and thus significantly disrupt the effectiveness of established Internet business models. Since systematic empirical knowledge about Web 2.0 factors is very limited, a comprehensive Web 2.0 framework is developed, which is illustrated with two cases and verified through in-depth interviews with Internet business managers. Strategic recommendations on how to what extent different Web 2.0 aspects affect each business model type are developed. Executives can use the ideas and frameworks presented in the article to benchmark their firm's efforts towards embracing the changes associated with the Web 2.0 into their business model.     

Ubiquitous yet Ambiguous: An Integrative Review of Unpaid Work

The expansion of participation in unpaid work such as internships, volunteering and educationally focused work placements may constitute evidence of deleterious changes to labour markets increasingly characterized by competition, precarious work and prolonged transitions to secure employment. Unpaid work, although under‐researched, is increasingly relevant in times of ubiquitous unpaid internships and the use of volunteers in roles that would have been previously paid. Yet there remains a lack of clarity in terminology and focus across studies of unpaid work. This review article addresses this concern through two primary aims. First, we review the available literature around unpaid work setting out five themes: characterizations of unpaid work; the prevalence and underlying drivers of unpaid work; the apparent benefits of participation; the costs of participation; and regulatory and structural responses to unpaid work. Together, these themes set out a holistic interpretation of the accumulated state of knowledge in this area of inquiry including the implications for organizations, employers, higher education institutions, policy makers and unpaid workers. The second aim is to synthesise the current and emerging insights arising from the review as a matrix which delineates four distinct forms of unpaid work along two dimensions – purpose of participation and level of participatory discretion. The review and resulting matrix provides conceptual clarity around unpaid work practices that informs future research. It also raises pragmatic implications for institutional and managerial decision‐making which is cognisant of the range of risks, costs, benefits and ethical issues associated with unpaid work.     

Empowering manufacturing personnel through functional understanding

A growing interest in knowledge management and standardisation, has increasingly led organisations to implement employee training programs. For the manufacturing workforce, however, these remain limited to informal ‘On-the-Job’ approaches, administered by peer colleagues – particularly in Small and Medium Enterprises (SMEs) where economic, educational, cognitive and cultural constraints are often deeply embedded. This paper proposes a methodology for training the manufacturing workforce on the functions of products, and presents a case study conducted in a UK-based manufacturing SME – aiming to verify our two research hypotheses: a) Functional Analysis Diagrams of the company’s products and parts would assist in knowledge assimilation; and, b) knowledge assimilation has a positive effect on work quality and productivity levels. By applying statistical inference methods on long-term quantitative data and survey results, we confirmed substantial improvements in work quality (63%) and increased productivity (67%), supporting our hypotheses and suggesting that the proposed methodology can be a promising solution for the industry.     

The view from the crossroads: Brazilian culture and corporate leadership in the twenty-first century

The transfer of western leadership theories and practices across the globe has inspired criticism in recent years, suggesting the need for local/indigenous theories of leadership. Such search, however, is troublesome in countries with a heterogeneous cultural background where the constant influence of outside cultural/social/economic parameters abound. The purpose of this article is to identify local/indigenous practices of leadership in one country with a heterogeneous cultural background – Brazil. In this conceptual article, we explore selected literature to investigate the topic of Brazilian culture and its particular style of corporate leadership.     

The social construction of strategic coherence: Practices of enabling leadership

The construction of “strategic coherence,” defined as the development of a system of mutually compatible meanings among organization members about desirable organizational directions, is clearly a crucial issue for organizations. Yet, how to achieve it is in part an open question. While previous studies have considered how strategic coherence may emerge across top levels of management through strategic planning activities and negotiations among senior leaders, we know much less about the contribution of other actors and processes behind the scenes (in non-strategy roles). Drawing on an ethnographic study of a public hospital's planning and project management practices, this paper therefore focuses on the bundles of practices, people and tools through which strategic coherence can emerge across different levels and sectors in mundane activities. We build on the concept of “enabling leadership”, grounded in practice theories of leadership, as our analytical lens. The study reveals how strategic coherence is socially constructed by practices of ‘fueling’, ‘shaping’ and ‘entwining’ mutually compatible meanings, in interactions among diverse people and tools. We propose a grounded model of the construction of strategic coherence as the progressive socialization of meanings about organizational direction that is not just administered from the top, nor naturally emergent from the grass-roots, but that is a collective and inherently socio-material accomplishment of enabling leadership.     

High-involvement work practices and employee engagement

The purpose of this paper is to examine the relationships between high involvement work practices (HIWPs) and employee engagement. HIWPs consist of four main attributes: (a) power – employees have the power to make decisions and/or to participate in decision-making; (b) information – information is shared among employees; (c) reward – employees are rewarded for their good performance; and (d) knowledge – employees are provided with the necessary training to do their work. This paper investigates the connections between engagement and each of these practices, and proposes a conceptual model that links these relationships. It starts by providing a brief overview of HIWPs, followed by a discussion on the connections between HIWPs and engagement, and a conclusion and discussion of implications for practice and research.     

Gay Male Academics in UK Business and Management Schools: Negotiating Heteronormativities in Everyday Work Life

This paper contributes to a neglected topic area about lesbian, gay, bisexual and trans people's employment experiences in UK business and management schools. Drawing on queer theory to problematize essentialist notions of sexuality, we explore how gay male academics negotiate and challenge discourses of heteronormativity within different work contexts. Using in‐depth interview data, the paper shows that gay male academics are continually constrained by heteronormativity in constructing viable subject positions as ‘normal’, often having to reproduce heteronormative values that squeeze opportunities for generating non‐heteronormative ‘queer’ sexualities, identities and selves. Constructing a presence as an openly gay academic can invoke another binary through which identities are (re)constructed: as either ‘gay’ (a cleaned up version of gay male sexuality that sustains a heteronormative moral order) or ‘queer’ (cast as radical, disruptive and sexually promiscuous). Data also reveal how gay men challenge organizational heteronormativities through teaching and research activities, producing reverse discourses and creating alternative knowledge/power regimes, despite institutional barriers and risks of perpetuating heteronormative binaries and constructs. Study findings call for pedagogical and research practices that ‘queer’ (rupture, destabilize, disrupt) management knowledge and the heterosexual/homosexual binary, enabling non‐heteronormative voices, perspectives, identities and ways of relating to emerge in queer(er) business and management schools.     

The Strategic Management of Innovation: A Systematic Review and Paths for Future Research

Strategic management scholars have long emphasized the importance of innovation for a firm's competitive advantage and performance. However, the current state of knowledge about the strategic management of innovation is characterized by conflicting theoretical predictions, persisting knowledge gaps and theoretical inconsistencies. Adopting a ‘systematic’ approach to reviewing the literature, this paper combines different quantitative methods – co‐word analysis, cluster analysis and frequency analysis – to review 342 articles on the strategic management of innovation published in seven journals from 1992 to 2010. On the basis of these analyses, suggestions are developed for future research which could help to promote future theory development and provide relevant material for policy decisions that managers and executives have to make when they manage innovation.     

Part‐time Work as Practising Resistance: The Power of Counter‐arguments

Contributing to a Foucauldian perspective on ‘discursive resistance’, this paper theorizes how part‐time workers struggle to construct a valid position in the rhetorical interplay between norm‐strengthening arguments and norm‐contesting counter‐arguments. It is thereby suggested that both the reproductive and the subversive forces of resistance may very well coexist within the everyday manoeuvres of world‐making. The analysis of these rhetorical interplays in 21 interviews shows how arguments and counter‐arguments produce full‐time work as the dominant discourse versus part‐time work as a legitimate alternative to it. Analysing in detail the effects of four rhetorical interplays, this study shows that, while two of them leave unchallenged the basic assumptions of the dominant full‐time discourse and hence tend instead to reify the dominant discourse, two other interplays succeed in contesting the dominant discourse and establishing part‐time work as a valid alternative. The authors argue that the two competing dynamics of challenging and reifying the dominant are not mutually exclusive, but do in fact coexist.