scholarly journals Understanding the decision to offshore human resource activities: a coevolutionary perspective

2017 ◽  
Vol 47 (2/3) ◽  
pp. 175-197 ◽  
Author(s):  
Carmen Paz-Aparicio ◽  
Joan E. Ricart ◽  
Jaime Bonache
Keyword(s):  
Human Resource ◽  
International Business ◽  
Business Strategy ◽  
Service Providers ◽  
Research Network ◽  
Content Type ◽  
Constant Change ◽  
Scant Attention ◽  
Dynamic Perspective ◽  
Hr Function

Purpose Offshoring has been studied widely in the literature on strategic management and international business. However, apart from its consideration as an administrative activity, scant attention has been paid to the offshoring of the human resource (HR) function. Research in this regard has instead focussed on outsourcing (Reichel and Lazarova, 2013). The purpose of this paper is to achieve a better understanding of companies’ decisions to offshore HR activities. It adapts the outsourcing model of Baron and Kreps (1999) by including the HR offshoring phenomenon and a dynamic perspective. Design/methodology/approach While the analysis is mostly conceptual, the authors ground the author’s arguments in offshoring data from the Offshoring Research Network, to explore whether the drivers for offshoring HR differ from the drivers for offshoring other administrative activities. The idiosyncrasy of the HR function is supported by the authors’ exploratory analysis and also by the descriptive case of a multinational and its experience with offshoring. Findings A coevolutionary model is proposed for understanding the behaviour of companies offshoring their HR activities. This study contends that companies should address their decision to offshore HR activities from a dynamic perspective, being aware of three processes that are in constant change: the evolution of the HR function, the evolution of service providers, and the evolution of offshoring decisions. Originality/value This study seeks to make a threefold contribution to the international business, strategy, and HR management disciplines.

The relationship between MNCs’ strategies and executive staffing

2017 ◽  
Vol 25 (2) ◽  
pp. 233-250 ◽  
Author(s):  
Sangeetha Lakshman ◽  
C. Lakshman ◽  
Christophe Estay
Keyword(s):  
International Business ◽  
Business Strategy ◽  
Global Strategy ◽  
Business Strategies ◽  
Future Research ◽  
Research Approach ◽  
Global Integration ◽  
Content Type ◽  
Managerial Implications ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship of business strategies with executive staffing of multinational companies (MNCs). Design/methodology/approach Based on in-depth interviews conducted with top executives of 22 MNCs’, the authors identify important connections between international business strategies and staffing orientation. The authors used the qualitative research approach of building theory from interviews; thus, creating theoretical propositions from empirical evidence. Findings The authors find that when the pressure for global integration is high, MNCs use more parent-country national (PCNs) (ethnocentric staffing) as against the use of host-country managers (HCNs) (polycentric staffing) when this pressure is low. Additionally, MNCs using a global strategy are more likely to use an ethnocentric staffing approach, those using a multi-domestic strategy use a polycentric approach and firms using transnational strategy adopt a mix of ethnocentric and polycentric approaches. Research limitations/implications Although the authors derive theoretical patterns based on rich qualitative data, their sample is relatively small and comprises mostly of French MNCs. Generalizability to a broader context is limited. However, the authors’ findings have critical implications for future research. Practical implications The authors’ findings provide critical managerial implications for MNCs in matching their HR strategies with business strategies. These are important for effective strategy implementation. Originality/value Although MNC staffing orientations have been studied for a long time, their relationship to international business strategies is still not clearly understood. The authors contribute to the literature by investigating the relationship between MNCs’ business strategy types with staffing orientations.

Etihad Airlines: growth through successful strategic partnerships

2014 ◽  
Vol 4 (5) ◽  
pp. 1-12 ◽  
Author(s):  
Hamad A. Al Ali ◽  
Syed Zamberi Ahmad
Keyword(s):  
Strategic Management ◽  
United Arab Emirates ◽  
International Business ◽  
Business Strategy ◽  
Secondary Data ◽  
Sustainable Growth ◽  
Abu Dhabi ◽  
Aviation Industry ◽  
Strategic Partnerships ◽  
Content Type

Subject area International business and/or strategic management. Study level/applicability This case is useful for undergraduate and postgraduate level students majoring in international business management and/or strategic management. Case overview Etihad Airways was established in 2003, in Abu Dhabi, United Arab Emirates (UAE) with the UAE government as sole owner. It is the national carrier of UAE with Abu Dhabi as its centre of operations. Etihad is recognized as a fast-growing player in the aviation industry, and has become one of the dominant international players in the industry in a relatively short time. Etihad's fleet now contains more than 67 planes, with more than 1,300 flights per week to diverse destinations across the Middle East, Africa, Europe, Asia, Australia and North America. The company describes its business strategy as “sustainable growth”. Looking through a practitioner's lens, strategic partnerships have been the critical activities through which Etihad has delivered its strategy. The purpose of this case study is therefore to elaborate on its major and successful partnerships and the critical benefits of these. Secondary data were collected from credible sources including academic studies, relevant Etihad publications and industry reports published by official aviation associations. Expected learning outcomes Students will be able to understand the theory of strategic partnerships, their roles and benefits and critically evaluate the pre-staging “requirements” of such partnerships. In this case, the specific learning outcome of it is to help students to understand the importance of successful strategic partnerships for Etihad Airlines and how partnership strategies can improve the performance of Etihad Airlines. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Small and medium enterprises’ internationalisation and business strategy: some evidence from firms located in an emerging market

2014 ◽  
Vol 8 (2) ◽  
pp. 168-186 ◽  
Author(s):  
Syed Zamberi Ahmad
Keyword(s):  
International Business ◽  
Business Strategy ◽  
Qualitative Data ◽  
Small And Medium Enterprises ◽  
Emerging Market ◽  
Peninsular Malaysia ◽  
International Expansion ◽  
Content Type ◽  
The Government ◽  
Medium Enterprises

Purpose – The purpose of this paper is to investigate the international business strategy, key driving factors and the major barriers that may hinder the internationalisation progress of Malaysian small and medium-sized enterprises (SMEs). Design/methodology/approach – Based on the aims of the study, the paper encompasses both quantitative and qualitative data. For quantitative data, structured questionnaires were used, and a total of 216 SMEs that engaged in international business participated using purposeful sampling, covering all the states in Peninsular Malaysia. For the collection of qualitative data, the study involved in-depth interviews with 25 owners/managers of SMEs. Findings – The findings indicate that the motives of SMEs for international expansion are varied, and that SMEs still face many institutional challenges, which have prevented them from making a greater contribution. Research limitations/implications – Due to lack of resources, firms from West Malaysia were included. West Malaysian firms may well possess characteristics concerning the challenges and issues to internationalisation that are unique to their region. Originality/value – The paper addresses a knowledge gap in respect of the internationalisation process of SMEs in the context of Southeast Asia. The findings of this paper will have relevance for policymaking and supportive measures at the government level to create an environment that will stimulate the competitiveness of SMEs in their attempts for internationalisation.

Business strategy for environmental social governance practices: evidence from telecommunication companies in Malaysia

2019 ◽  
Vol 16 (2) ◽  
pp. 271-289
Author(s):  
Nur Syuhada Jasni ◽  
Haslinda Yusoff ◽  
Mustaffa Mohamed Zain ◽  
Noreena Md Yusoff ◽  
Nor Syafinaz Shaffee
Keyword(s):  
Business Strategy ◽  
Service Providers ◽  
Value Added ◽  
Telecommunications Industry ◽  
Survival Strategies ◽  
Business Strategies ◽  
Economic Activities ◽  
Content Type ◽  
Social Governance ◽  
Telecommunications Companies

Purpose The present digital era has integrated the conventional telecommunications companies as service providers in this ever-competitive environment. Towards gaining business competitiveness, businesses are operated from the stance of dynamic business model that places focus on both economic activities and, more importantly, value-added benefits. One essential value embedded into business strategies refers to the aspect of sustainability in conjunction to environmental social governance (ESG). Within the context of Malaysia, ESG practices have been expected to grow rapidly in years to come, along with the vision of becoming a digital economy nation, by 2050. The continuous discussions appear to support the significance of implementing ESG practices amidst organizations, which in turn, could enhance a more sustainable economic growth for the country. Although many studies have probed into the dimensions of ESG, little attention has been given to the ESG practices incorporated into business strategy agenda. Design/methodology/approach This paper combed through the literature to retrieve the multi-dimensions of ESG concepts, as well as related in-depth insights into ESG disclosures amongst leading companies established in Malaysia. As for the research design, this study used the content analysis method and the ESG Grid as the benchmarking tool to explore superior commitments amongst its peers. Findings As a result, this study stumbled upon two major outcomes: the pattern of ESG disclosures in telecommunications industry and the approaches in implementing ESG practices in telecommunications companies. These two aspects appear essential to establish a competitive advantage, apart from addressing the issues raised by concerned stakeholders. Research limitations/implications Future studies may explore deeper into comprehending the ESG practices by using the interview method and incorporating other industry or arena. Practical implications The decisions made by the companies to invest in ESG practices mark the ability of a company in devising viable survival strategies within the industry. Originality/value Hence, this study offers several vital insights into the practical value to learn from the best experiences, aside from analyzing the current progress of ESG practices within the context of developing nation.

Strategic human resource management and employees' intention to leave: testing the moderated mediation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Subhash C. Kundu ◽  
Archana Mor ◽  
Neha Gahlawat
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Business Strategy ◽  
Intention To Leave ◽  
Strategic Human Resource Management ◽  
Business Strategies ◽  
Innovation Strategy ◽  
Quality Enhancement ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this study is to examine the relationship between business strategies (i.e. cost reduction, quality enhancement and innovation strategy) and employees' intention to leave (ITL), through the mediating role of high-performance work system (HPWS). It also attempts to study variability in the relationship between business strategies, HPWS and employees' ITL on the basis of nature and ownership forms of the firms.Design/methodology/approachPrimary data based on 573 respondents from 192 organizations operating in India were analysed using structural equation modelling and conditional process modelling.FindingsThis study has revealed that HPWS mediates the relationship between business strategy (specifically innovation and quality-enhancement strategy) and employees' ITL. Findings further indicate that the mediated relationships between quality enhancement and innovation strategy, HPWS and ITL do not vary across nature and ownership forms of the firms.Practical implicationsIn context of dynamic business environments in developing countries, the findings provide some important insights in exploring the relevance of strategic human resource management in improving employees' behavioural intentions.Originality/valueBy applying a three dimensional business strategy system (innovation, quality and cost) and by exploring the relevance of several contextual factors, this study attempts to expand the focus of turnover research.

Do big data-driven HR practices improve HR service quality and innovation competency of SMEs

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Surabhi Verma ◽  
Vibhav Singh ◽  
Som Sekhar Bhattacharyya
Keyword(s):  
Big Data ◽  
Service Quality ◽  
Human Resource ◽  
Substantial Effect ◽  
Content Type ◽  
Organizational Learning Theory ◽  
Extant Literature ◽  
Hr Practices ◽  
Hr Function ◽  
Resource Service

Purpose Today, big data (BD) is considered as a crucial investment for firms to stay competitive. However, the human resource (HR) function within small- and medium-sized enterprises (SMEs) has been slow to adopt this innovation. Drawing on the organizational learning theory (OLT), this study aims to propose that BD can improve HR functions, especially of SMEs, thereby yielding them a competitive edge. Design/methodology/approach This study analyzed unstructured data from 41 journal papers, based on which, a conceptual framework was developed. Further, this framework was validated with responses collected from 148 SMEs in India. Findings Bibliometric analysis and results of partial least squares techniques revealed that better BD quality is needed to improve HR practices, human resource service quality (HRSQ) and innovation competency of SMEs. Research limitations/implications This paper contributes to the extant literature by considering strategic management theories such as resource-based view and OLT to evaluate BDA’s effect on organizational functional practices such as HR and HRSQ. Practical implications In Indian SMEs, BD quality has a substantial effect on BD HR practices and HRSQ. However, these factors influence can constructively impact SMEs, if SMEs are open to organizational change, whereby they need to develop technical skills and competencies of the HR professionals. Originality/value Though BD research works have shown exponential growth in recent times, scholarly empirical research investigating BD’s impact upon human resource management (HRM) is scarce. The present study appraises extant literature on BD in HRM.

The intellectual core and structure of international business strategies (IBS)

2019 ◽  
Vol 29 (3) ◽  
pp. 180-206 ◽  
Author(s):  
Som Sekhar Bhattacharyya ◽  
Surabhi Verma
Keyword(s):  
International Business ◽  
Business Strategy ◽  
Foreign Market ◽  
Two Dimensions ◽  
Growth Strategy ◽  
Foreign Market Entry ◽  
Intellectual Structure ◽  
Business Strategies ◽  
Content Type ◽  
And Cluster Analysis

Purpose International Business Strategies (IBS) literature deliberated on the strategic planning and strategy implementation of home country firms in foreign markets. IBS had become a very potent growth strategy for firms. IBS as a body of knowledge had become substantial in the last few decades of research. To this end, and as a complex field of study, this paper aims to conceptually map this IBS literature. Hence, the purpose of this paper is to present a visual mapping of intellectual structure in two dimensions and to identify the subfields of IBS through co-citation analysis. Design/methodology/approach All the citation documents were included in the Web of Knowledge (WoK) database between the years 1993 and 2018. For the multivariate analysis, this study applied a sequence of statistical analyses including factor analysis, multidimensional scaling and cluster analysis. Through these techniques, this research study tried to summarize the condition and status of IBS research by classifying the IBS literature into four categories. Findings IBS literature has been classified into four categories, namely, evolutionary aspects of IBS; firm strategic objectives and IBS; institutional theory and IBS in emerging economies; and foreign market entry strategies for internationalization. Research limitations/implications Based upon the basis of the analysis of extant research in IBS, the current and future extension research topics have been presented. This would help future researchers to understand the white spots for undertaking research in future. Originality/value This was one of the very first studies that mapped the International Business Strategy literature and categorized IBS literature.

Are we ready?

2018 ◽  
Vol 8 (3) ◽  
pp. 1-17
Author(s):  
Archana Shrivastava ◽  
Asha Naik
Keyword(s):  
Organizational Change ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Strategy ◽  
Organizational Transformation ◽  
Business Environment ◽  
Subject Area ◽  
Content Type ◽  
Internal Capacity

Subject area Human Resource Management and Business Strategy. Study level/applicability Postgraduate. Case overview The case provides a holistic perspective of organizational transformation, management of change impact on employees and leader behavior. The challenge at Govind Milk and Milk Products Pvt. Ltd. a mid-size company, in the dairy industry was to transform itself into a pan India and global company from a regional organization. The case study outlines how the organization took on the transformation journey under a strong leadership and managed change by focusing on creating a brand, implementing technology and creating a culture of meritocracy. Having made the successful transition from being a family run business to a professionally managed company and having built significant internal capacity the big question is – Can the company strive and thrive in the VUCA business environment? Expected learning outcomes To highlight the process and management of organizational change. To highlight the role of leadership in the process of organizational change. To understand how the environmental factors or the VUCA environment impacts the performance of an organization. To highlight internal capacity building as a strategy to deal with the VUCA environment. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS: 6: Human Resource Management.

International business strategy: development of an integrated framework and typology

2020 ◽  
Vol 30 (3) ◽  
pp. 345-373 ◽  
Author(s):  
Som Sekhar Bhattacharyya
Keyword(s):  
Literature Review ◽  
International Business ◽  
Business Strategy ◽  
International Market ◽  
Building Blocks ◽  
Foreign Country ◽  
Content Type ◽  
Integrated Framework ◽  
Resources And Capabilities ◽  
International Business Strategy

Purpose The purpose of this study is international business strategy (IBS) has evolved into a complex and vast domain of study. Given this fact, the author first proposed a set of screens that a firm’s IBS manager was required to assess before venturing into a foreign country. Then the author developed an integrated IBS framework to secure a holistic view regarding IBS. Finally, the author proposed a typology to classify IBS archetypes. Design/methodology/approach The author undertook a systematic and integrated literature review of IBS literature. The literature review was carried out with a conceptual perspective in mind. Incremental and argumentative logic was applied to develop the integrated IBS framework from a wide domain of literature. Furthermore, the typology on IBS initiatives was also developed based upon a classification scheme developed in the framework. Findings The author developed the integrated conceptual framework based upon six building blocks which were conceptual elements. The framework consisted of the antecedent variable as internationally deployable organizational resources and capabilities (IDORC), the mediating variables as internationally implementable organizational process (IIOP), internationally executable practices and activities (IEPA) and international market product service offerings (IMPSO). The moderating variable was international initiatives management direction and control (IIMDC), while the dependent variable was international market performance assessment (IMPA). Thus, IDORC, IIOP, IEPA, IMPSA, IIMDC and IMPA were the building blocks of IBS framework. There were 12 types of IBS typologies based upon the dominant role played by the home and host countries in the six building block elements of IBS mentioned. The 12 typologies were domestic reproduction (DR), foreign country centric offerings (FCCO), international offerings perspective (IOP), foreign country-driven activities (FCDA), international-driven activities (IDA), foreign country-driven process (FCDP), international-driven process (IDP), foreign country initiatives domestically controlled (FCIDC), international initiatives domestically controlled (IIDC), international initiatives home-dominant foreign dyad controlled (IIHDFDC), international independent initiative (III) and international coordinated network approach (ICNA). Research limitations/implications In this study, an integrated framework on IBS was developed. In the theoretical framework, antecedent (DORC), mediating (IIOP, IEPA and IMPSA), moderating (IIMDC) and dependent variables (IMPA) have been incorporated. This was the first theoretical contribution of this paper toward IBS theorization. Second contribution of this paper was toward typology development regarding IBS initiatives archetypes. The 12 typologies were DR, FCCO, IOP, FCDA, IDA, FCDP, IDP, FCIDC, IIDC, IHDFDC, III and ICNA. The IBS typology is based upon the six constituent concepts developed from literature. Practical implications Managers who are responsible for the planning and execution of IBS initiatives could from the integrated IBS framework comprehend what would be the steps required to plan and execute an IBS strategy in its entirety for success in foreign markets. Furthermore, managers could understand the various mediation and moderation roles regarding the IBS factors present in any firm internationalization effort. This would help managers not only to amplify the mediating effects but also to tweak the efforts of moderation so as to arrive at better internationalization performance. The section on typology on IBS initiatives would help managers to secure a better fit for the IBS initiative of the firm. The typology would anchor managerial perspectives regarding how the home country firm organizational contributions on resources and capabilities, processes, practice activities and products and services need to be offered in foreign countries. Originality/value To the best of author’s knowledge, this is one of the first frameworks regarding an integrated perspective on IBS and a typology on IBS based upon a set of antecedent (resources and capabilities), mediation (process, activities and market offerings), moderation (management control) and dependent (performance) variables building on firm resource-based view perspectives.

Big data and HR analytics in the digital era

2019 ◽  
Vol 15 (1) ◽  
pp. 120-138 ◽  
Author(s):  
Pauli Dahlbom ◽  
Noora Siikanen ◽  
Pasi Sajasalo ◽  
Marko Jarvenpää
Keyword(s):  
Big Data ◽  
Human Resource ◽  
Cultural Change ◽  
Qualitative Interviews ◽  
Role Transition ◽  
Content Type ◽  
Organizational Redesign ◽  
Related Data ◽  
Role Transformation ◽  
Hr Function

Purpose The purpose of this paper is to focus on how the HR function takes advantage of human resource analytics (HRA), including big data (BD), and discuss factors hindering HRA and data utilization. Moreover, the authors discuss the implications of the HRA-induced role transformation of the human resource (HR) function. Design/methodology/approach This is an explorative case study based on qualitative interviews in nine leading Finnish companies. Findings The results indicate that both technical and human obstacles, operating with very basic HR processes and traditional information systems and poor data quality, hinder adoption of advanced HRA. This, combined with lacking skills in analytics and business understanding, inability to go beyond reporting, misconceptions related to BD and traditional compliance-oriented HR culture pose further challenges for the data analytics capacity and business partner role of the HR function. Senior executives expect no significant advancements of HRA, while HR professionals saw potential value in BD, although skepticism was not uncommon. The results point toward a need for increased cooperation with data analysts and HR professionals in provision and understanding the HR-related data for business-related decision making. Furthermore, cultural change and organizational redesign may be called for, in addition to overcoming technological obstacles related to BD, for it to have an impact on HR practices. HRA utilization and role transition of the HR function seem closely related and this transformation can be mutually reinforcing. Originality/value This study provides and theorizes explorative data on HRA within a group of some of the largest Finnish companies, pointing toward an immature state of the art in BD and HRA utilization and there being a relationship between HRA and the role transition of the HR function in organizations.

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