Toward epistemological identification of the four major mindscapes

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kamal Fatehi ◽  
Gita Taasoobshirazi ◽  
Jose Sanchez-Gutierrez
Keyword(s):  
Human Resource Management ◽  
Cultural Differences ◽  
Human Resource ◽  
International Business ◽  
Design Methodology ◽  
Japanese American ◽  
Specific Situation ◽  
Content Type ◽  
Cultural Heterogeneity ◽  
Geometric Patterns

Purpose Japanese American philosopher Magoroh Maruyama (1969) proposed the Mindscape theory, a macro model of cultural differences identification. The theory suggests inter-and intra-cultural heterogeneity and four major Mindscapes of H, I, S and G. He and his colleagues designed 64 graphic geometric patterns based on redundant and non-redundant complexity to recognize the Mindscapes in cultures. However, there is no method of identifying each Mindscape individually/separately. In other words, specificity is missing in this theory. Without such identification, the applicability of the Mindscape theory in international business is limited. This study aims to provide the needed specificity. Design/methodology/approach The present study applies Harvey’s (1966) four epistemological systems to identify each of the four Mindscapes. According to Maruyama and Harvey, three of Harvey’s four systems are identical to the three Mindscapes of H, I and G. If the authors can match the three Mindscapes with the three Harvey’s systems, what remains the authors assume to be the fourth Mindscape. Findings The current study determined various graphic and geometric patterns associated with each of the four Mindscapes. In doing so, the study expanded the applicability of the theory in international business. Research limitations/implications Harvey (1966) administered nine psychological tests (instruments) to many subjects over nearly two decades to determine the four systems. Using nine major instruments is very challenging, demanding and time-consuming. For ease of application and saving time, the authors used one of these instruments as an example. Ideally, the authors should use all. Originality/value Mindscape theory suggests that each of the four salient Mindscapes is more relevant to a specific situation, such as human resource management, motivation, leadership, conflict resolution and others. By identifying each Mindscape, this study expands the use of Mindscape theory.

How far are we from understanding corruption? The effect of cultural distance on corruption perception

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mike Szymanski ◽  
Ivan Valdovinos ◽  
Evodio Kaltenecker
Keyword(s):  
Cultural Differences ◽  
International Business ◽  
Design Methodology ◽  
Cultural Distance ◽  
State Level ◽  
Generalized Least Squares ◽  
Content Type ◽  
The Usa ◽  
Corruption Perception ◽  
The Relationship

Purpose This study aims to examine the relationship between cultural distances between countries and their scores in the Corruption Perception Index (CPI), which is the most commonly used measure of corruption in international business (IB) research. Design/methodology/approach The authors applied fixed-effect (generalized least squares) statistical modeling technique to analyze 1,580 year-country observations. Findings The authors found that the CPI score is determined to a large extent by cultural distances between countries, specifically the distance to the USA and to Denmark. Research limitations/implications CPI is often used as a sole measure of state-level corruption in IB research. The results show that the measure is significantly influenced by cultural differences and hence it should be applied with great caution, preferably augmented with other measures. Originality/value To the best of the authors’ knowledge, this is the first study to look at cultural distances as determinants of CPI score. The authors empirically test whether the CPI is culturally biased.

Combining lifelines to thrive: a stage-based need fulfilment network of international assignees

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Prantika Ray ◽  
Sunil Kumar Maheshwari
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Host Country ◽  
Design Methodology ◽  
International Assignment ◽  
Content Type ◽  
Host Country Nationals ◽  
Developmental Network ◽  
Mentoring Functions ◽  
Practical Implications

PurposeThe paper tries to understand the needs of the international assignees across the different stages of expatriation and how different developers in the professional and non-professional sphere render support and advice through these stages.Design/methodology/approachIn this paper, the authors have interviewed 20 expatriates of various nationalities and tried to understand the various needs of the expatriates across the three initial stages of an assignment.FindingsThe paper finds that four important mentors in an expatriation assignment play multiple need-based mentoring functions at various assignment stages: host country nationals (HCNs), parent country nationals, fellow expatriates and family.Research limitations/implicationsThis paper contributes to the literature on the need-based support rendered to expatriates during an international assignment. The paper, however, does not incorporate the perceptions of other vital stakeholders in the network and their intentions to contribute to the developmental network.Practical implicationsThis paper lays down important practical implications for expatriates and the human resource management (HRM) professionals. This paper urges the practitioners to take a nuanced approach for developing expatriates than a generalized mentoring programme.Originality/valueThis study highlights the changing needs of the international assignees across the stages of an international assignment and demonstrates the important intra-organizational and extra-organizational developers such as family members in the fulfilment of these needs.

Quantifying human resource management: a literature review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Clotilde Coron
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Literature Review ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Theoretical Framework ◽  
Data Sources ◽  
Content Type

PurposeWith a focus on the evolution of human resource management (HRM) quantification over 2000–2020, this study addresses the following questions: (1) What are the data sources used to quantify HRM? (2) What are the methods used to quantify HRM? (3) What are the objectives of HRM quantification? (4) What are the representations of quantification in HRM?Design/methodology/approachThis study is based on an integrative synthesis of 94 published peer-reviewed empirical and non-empirical articles on the use of quantification in HRM. It uses the theoretical framework of the sociology of quantification.FindingsThe analysis shows that there have been several changes in HRM quantification over 2000–2020 in terms of data sources, methods and objectives. Meanwhile, representations of quantification have evolved relatively little; it is still considered as a tool, and this ignores the possible conflicts and subjectivity associated with the use of quantification.Originality/valueThis literature review addresses the use of quantification in HRM in general and is thus larger in scope than previous reviews. Notably, it brings forth new insights on possible differences between the main uses of quantification in HRM, as well as on artificial intelligence and algorithms in HRM.

Retirement and organizations: perspectives and challenges for both workers and human resource management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Diogo Henrique Helal ◽  
Cleverson Vasconcelos da Nóbrega ◽  
Tatiana Aguiar Porfírio de Lima
Keyword(s):  
Quality Of Life ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Active Role ◽  
Theoretical Framework ◽  
Content Type

Purpose This paper aims to reflect on retirement, showing its different viewpoints, advocating the need to understand the issue from a procedural and multidimensional perspective, and especially, defending a more active role of human resource management in the process. Design/methodology/approach This paper presents a theoretical framework of retirement, based on a procedural and multidimensional perspective. Findings To study how individuals adapt to retirement permits the discovery, for example, of how they obtain the quality of life after the transition and how they manage the internal and external aspects of the process. Human resource management must treat retirement as a complex and multidimensional phenomenon. This means it should consider retirement not only as a decision but also as a process. Originality/value This essay seeks to reflect on retirement, advocating the need to understand the issue from a procedural and multidimensional perspective, and especially, defending a more active role of human resource management in the process.

scholarly journals Conceptualizing human resource management in the gig economy

2019 ◽  
Vol 34 (4) ◽  
pp. 214-232 ◽  
Author(s):  
Jeroen Meijerink ◽  
Anne Keegan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Theory And Practice ◽  
Future Research ◽  
Novel Ecosystem ◽  
Content Type ◽  
Employment Relationships ◽  
Gig Economy

Purpose Although it is transforming the meaning of employment for many people, little is known about the implications of the gig economy for human resource management (HRM) theory and practice. The purpose of this paper is to conceptually explore the notion of HRM in the gig economy, where intermediary platform firms design and implement HRM activities while simultaneously trying to avoid the establishment of employment relationships with gig workers. Design/methodology/approach To conceptualize HRM in the gig economy, the authors offer a novel ecosystem perspective to develop propositions on the role and implementation of HRM activities in the gig economy. Findings The authors show that HRM activities in the gig economy are designed to govern platform ecosystems by aligning the multilateral exchanges of three key gig economy actors: gig workers, requesters and intermediary platform firms, for ensuring value co-creation. The authors argue that the implementation of HRM activities in the gig economy is contingent on the involvement and activities of these gig economy actors. This means that they are not mere recipients of HRM but also actively engaged in, and needed for, the execution of HRM activities. Originality/value The study contributes to research by proposing a theoretical framework for studying the design of HRM activities, and their implementation, in the gig economy. From this framework, the authors derive directions for future research on HRM in the gig economy.

Managers’ motives for investing in HR practices and their implications for public service motivation

2016 ◽  
Vol 37 (5) ◽  
pp. 764-776 ◽  
Author(s):  
Julian Seymour Gould-Williams
Keyword(s):  
Public Sector ◽  
Human Resource Management ◽  
Human Resource ◽  
Public Service ◽  
High Performance ◽  
Design Methodology ◽  
Public Service Motivation ◽  
Content Type ◽  
Hr Practices ◽  
Theoretical Paper

Purpose – The purpose of this paper is to explain how approaches to human resource management may contribute to the development of public service motivation (PSM). Three different approaches to managing people are outlined, namely, the “high performance”, “high commitment” and “high involvement”. Relevant theories are then used to predict the outcomes and relevance of the different approaches when promoting PSM in public sector organisations. Design/methodology/approach – This is a theoretical paper. Findings – This paper provides the first theoretical explanations for the relationships between human resource (HR) practices and PSM in public sector organisations. Originality/value – This paper explains how the same HR practices may have different employee outcomes depending on managers’ motivations for implementing them.

Gender equality in the workplace in Quebec: strategic priority for employers or partial response to institutional pressures?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Émilie Genin ◽  
Mélanie Laroche ◽  
Guénolé Marchadour
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Gender Equality ◽  
Human Resource ◽  
Design Methodology ◽  
Institutional Context ◽  
Strategic Human Resource Management ◽  
Institutional Pressures ◽  
Legal Requirements ◽  
Content Type

PurposeThis paper examines the challenges posed for employers by gender equality in the workplace, in a seemingly favourable institutional context (the province of Quebec, Canada), and the reasons why employers adopt (or not) gender equality measures (GEMs) exceeding legal requirements.Design/methodology/approachThe approach draws on both institutional theory and the strategic human resource management (SHRM) approach. Our research is based on a quantitative study involving human resource management professionals in Quebec (n = 296).FindingsThe results allow us to link GEMs with certain SHRM orientations (Yang and Konrad, 2011) and institutional pressures (Lawrence et al., 2009). The findings show that, for approximately two-thirds of the employers in the sample, gender equality was not a strategic priority. Consistent with our hypothesis, a greater number of GEMs were found when gender equality was a strategic priority for the employer. Unionization and legal requirements were also positively correlated with the presence of GEMs.Originality/valueThe findings indicate a combined effect of SHRM and institutions on GEMs. They point out the relative dependency of employers on the pressures stemming from the institutional framework, and it captures some of the current challenges involved in adopting a SHRM approach with a view to achieving gender equality.

Making the case for manager delegation of authority

2016 ◽  
Vol 24 (5) ◽  
pp. 1-3 ◽  
Author(s):  
Paul R. Lyons
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
High Performance ◽  
Design Methodology ◽  
Management Practices ◽  
Content Type ◽  
Delegation Of Authority ◽  
Human Resource Management Practices ◽  
Broad Array ◽  
Potential Benefits

Purpose The purpose of this paper is to present some of the foundational characteristics of the effective delegation of authority. Taken from a broad array of research and opinion, the fundamental aspects are given clear exposition. Design/methodology/approach Addressed in this paper are several areas that establish the basis for effective delegation to include the psychology of delegation, potential benefits, delegation and high performance human resource management practices, and fears of actually delegating authority. Findings Findings are grounded on actual practices which have been researched. There is a “science” to manager delegation of authority, and the critical information about how to delegate is presented. Originality/value This work gives shape to the actions that help to create effective delegation. There are many benefits that accrue from effective delegation, and these benefits are often under-represented.

Does human capital pay? The influence of leader human capital and employee human capital on leader bonus earnings

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Christopher M. Harris ◽  
Lee W. Brown
Keyword(s):  
Human Capital ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Head Coaches ◽  
Head Coach ◽  
Management Research ◽  
Content Type ◽  
Leader Performance ◽  
Practical Implications

PurposeThe human capital of a leader and the human capital of the employees who work for the leader can impact the bonus earned by the leader. Little to no research has examined data that includes the maximum potential bonus that could be earned by a leader and the actual bonus earned. This information provides a closer examination of leader performance and the impacts of leader and employee human capital on the bonus earned by the leader.Design/methodology/approachThe authors use a sample of NCAA college football teams and head coaches over two years to test their hypotheses. They measure the human capital of the team and the human capital of the head coach. In addition, the authors assess the percentage earned by the head coach of the maximum potential bonus possible.FindingsThe authors find that a coach's human capital and the human capital of their team positively and significantly predict the percentage of the maximum possible bonus earned by the head coach.Practical implicationsThe results of this study indicate the importance of leader human capital to a leader's ability to earn more of their maximum potential bonus. Additionally, if a leader is able to surround himself or herself with highly talented employees, it will benefit the leader in terms of the amount of bonus earned.Originality/valueThis study extends previous research to provide a more complete picture of factors that influence a leader's ability to earn more of their maximum possible bonus. The authors’ findings that both the human capital of the leader and the human capital of employees who work for the leader impact the amount of bonus earned by the leader add value to human resource management research. Specifically, when examining factors that impact a leader's bonus earnings, it is important to consider not only characteristics of the leader but also factors apart from the leader, such as the leader's employees.

Innovation, dynamic capabilities, leadership, and action plan

2019 ◽  
Vol 14 (1) ◽  
pp. 113-127
Author(s):  
Salvatore Moccia ◽  
Shuming Zhao ◽  
Patrick Flanagan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Dynamic Capabilities ◽  
Action Plan ◽  
Leadership Skills ◽  
Technological Changes ◽  
Leadership Model ◽  
Content Type

Purpose The purpose of this paper is to propose a new model of leadership in a volatile, uncertain, complex and ambiguous (VUCA) context, paying special attention to human resource management. Design/methodology/approach The paper is conceptual. It presents the challenges of the VUCA environment that from which technically empowered democracy movements around the world have emerged, needing a new leadership model that aligns human resources tools to the new leadership model. Findings New tools for human resource management are proposed. Originality/value The paper links technological changes and leadership skills, providing a novel framework that can provide a basis for further research into the profound nature of leadership. Implications useful for managers and leaders are discussed.

Sign in / Sign up

Export Citation Format

Share Document