9,517 research outputs found

    Walking and Talking Corporate Social Responsibility:Implications of Firm Size and Organizational Cost

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    In this paper we address two interrelated research gaps in the Corporate Social Responsibility (CSR) literature. The first results from a lack of understanding of different patterns of CSR engagement with respect to CSR talk (impression management and the creation of symbolic images and documentation) and CSR walk (substantive implementation of CSR policies, structures and procedures). Related to this, the second gap concerns limited knowledge about the influence of firm size on CSR engagement. We develop a conceptual model that explains differences in CSR talk versus walk based on organizational cost and firm size. This allows us to theorize the antecedents of what we call the large firm implementation gap (large firms tend to focus on communicating CSR symbolically but do less to implement it into their core structures and procedures) and vice versa the small firm communication gap (less active communication and more emphasis on implementation). Our model expands a new theoretical understanding of CSR engagement based on as yet underemphasized firm-level antecedents of CSR, and opens up several new avenues for future, and in particular comparative, research

    The Role of Corporate HR Functions In Multinational Corporations: The Interplay Between Corporate, Regional/National And Plant Level

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    The HR literature has been abundant in providing typologies of the roles of HR professionals in their organisation. These typologies are largely related to the changing nature of HRM over time, and the context in which empirical work was carried out. In this paper we focus on the context of the increasing internationalisation of firms and how this has an effect upon modern-day typologies of HR roles. We explore these roles by focusing on the way in which HRM practices come about. Especially in a MNC setting of increasing internationalisation of firms the issues of coordination, shared learning and standardisation versus leeway for adapting to the local context (customisation) are prominent. These issues present themselves both at the corporate and regional level and at the national and local (plant) level. On all these levels HR practitioners are active and find themselves amidst the interplay of both (de-)centralisation and standardisation versus customisation processes. This paper thus explores the way in which HR practices come into being and how they are implemented and coordinated. These insights help us understand further the roles of international corporate HR functions that are being identified. Our data is based on 65 interviews, which were held (as part of larger study of HR-function excellence) with HR managers, line managers and senior executives of six multinational companies in eight countries from September to December 2004. This data reveals new classifications of processes by which HR activities are developed, implemented and coordinated, both in terms of who is involved and how these processes are carried out

    Human resource management implications of new forms of organizing

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    Adopting a process view, we explore the personnel (HRM) implications of new forms of organizing (NFOs). We review the characteristics of NFOs and explain how they require a renewed HRM approach. We illustrate the HRM approach with preliminary results from a European comparative study, and comment on the challenges ahead.Human resource management;

    The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/National and Plant Level

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    The HR literature has been abundant in providing typologies of the roles of HR professionals in their organisation. These typologies are largely related to the changing nature of HRM over time, and the context in which empirical work was carried out. In this paper we focus on the context of the increasing internationalisation of firms and how this has an effect upon modern-day typologies of HR roles. We explore these roles by focusing on the way in which HRM practices come about. Especially in a MNC setting of increasing internationalisation of firms the issues of coordination, shared learning and standardisation versus leeway for adapting to the local context (customisation) are prominent. These issues present themselves both at the corporate and regional level and at the national and local (plant) level. On all these levels HR practitioners are active and find themselves amidst the interplay of both (de-)centralisation and standardisation versus customisation processes. This paper thus explores the way in which HR practices come into being and how they are implemented and coordinated. These insights help us understand further the roles of international corporate HR functions that are being identified. Our data is based on 65 interviews, which were held (as part of larger study of HR-function excellence) with HR managers, line managers and senior executives of six multinational companies in eight countries from September to December 2004. This data reveals new classifications of processes by which HR activities are developed, implemented and coordinated, both in terms of who is involved and how these processes are carried out

    Ambidexterity from the perspective of the organizational structure: illustrative cases of Nestlé and Kodak

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    Treball Final de Grau en Administració d'Empreses. Codi: AE1049. Curs 2018-2019After incorporating the effects of globalization into our daily lives, companies need a key element to face the great competitiveness that exists in the markets. For this, organizational ambidexterity has emerged as a new research paradigm in organization theory which means the strategic capacity that describes the ability of organizations to exploit their current skills while exploring new opportunities for the development of new capabilities In the current project, which objective is to conduct a thorough review of the ambidexterity in the organizations considering the two most important activities that comprise it: exploitation and exploration. The conceptual integration of the ambidexterity (exploration and exploitation) is developed from the point of view of the organizational structure. In this sense, we provide two illustrative case studies where we will identify how the ambidexterity are implemented in their structures

    Evaluating the effect of structural dimensions on the successful implementation of strategies in Payam-e-noor University of Iran

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    This study aims to assess the relationship between structural dimensions of organization including centralization, complexity and formalization on one side and strategy effectiveness on the other side. Structural dimensions are determined based on Robbins theory, and each of them is considered as independent variables of research. Strategy effectiveness, which includes achieving strategic goals or successful implementation of strategies are the independent variable of the research, based on Noble’s strategy implementation model. One primary thesis and three secondary these are defined. This is a descriptive research of two variable correlation. The target population includes 600 senior managers of Payam-e-noor university around the country, including staff administrative managers, province and unit headmasters, of Iran at the time of data collection. Simple random sampling is used, with sample size of 120. Library resources are used for theoretical foundation data collection and note-taking. Questionnaires are used to collect data and evaluate research theses. Inferential Statistics and Pearson correlation coefficient are used to analyze the research theses. The first two theses are confirmed, at 95% and 99% respectively, but the third thesis is rejected based on the collected data. Therefore, based on this study, complexity and formalization have respectively inverse and direct effect on strategy effectiveness, but centralization does not affect strategy effectiveness in Payam-e-noor University

    Recurrent Attempts to Renovate Management ControlRevisited through a Simons' Perspective

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    On propose de caractériser un système de pilotage et de contrôle à partir de trois dimensions: l'implication des managers, la spécificité des outils, la relation avec le système d'incitation. Cette caractérisation constitue une extension directe de la typologie introduite par Simons (1995) pour distinguer entre contrôle interactif et contrôle diagnostic. Les tentatives récurrentes pour rénover le contrôle de gestion suite aux critiques sévères formulées par Kaplan et Johnson (1987) sont alors re-examinées. Les approches du type contrôle stratégique ou le management par la valeur apparaissent respectivement comme représentatives soit du contrôle interactif soit du contrôle diagnostic. Le cadre proposé permet de bien rendre compte des forces et faiblesses de ce type d'approches toujours très en vogue auprès des entreprises.

    Managing the civil service : what LDCs can learn from developed country reforms

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    The author examines current civil service management (CSM) practices in advanced countries to provide guidance for developing country governments that face the dilemma of how to recruit, retain, and motivate appropriately skilled staff at affordable costs, given a limited human resource base. Advanced country administrations are following two distinct paths to improving CSM. Some countries, such as the United Kingdom, are engaged insweeping"managerialist"reforms to decentralize civil service functions and make them more responsive to the client public. By introducing complex financial reporting systems, managers have increased autonomy; some functions are spun off into semi-autonomous agencies operating on an increasingly commercial basis. By contrast, other industrialized countries, such as Singapore, have retained more traditional, largely centralized civil service structures, pursuing only incremental improvements in specific aspects of CSM. The author speculates about what is likely to work best in developing country administrations: Centralized civil service management models provide the best starting point for most developing countries because decentralized agency systems require technological and human resources beyond their capabilities. Some better-endowed countries could use certain agency-type features selectively. Such administrations could establish strategic plans to move toward a fuller agency system as their institutional capabilities increase. Developing countries face trade-offs in choosing which CSM functions should be strengthened first. Two functions - personnel establishment control and staff recruitment - are essential for civil service performance and should get top priority. Senior Executive Services have proved difficult to design and implement in advanced countries, but many flaws can be corrected in adapting them to developing countries, where there is often an urgent need to groom higher-level staff. Assuming minimal, essential levels of personnel establishment and budgetary control, unified pay and classification could be relaxed in developing countries, following the lead of increasing numbers of advanced countries that have done this. Given the urgency of other CSM tasks, lower priority should be assigned to reform involving performance pay, the benefits of which have yet to be demonstrated in the public sectors of developed countries. The management requirements and costs of installingperformance pay systems can be considerable and employee resistance may subvert such efforts. But performance-related promotion systems, even if imperfectly implemented, can help move developing country civil service values toward standards of competence and merit.National Governance,Health Monitoring&Evaluation,Work&Working Conditions,Governance Indicators,Public Sector Economics&Finance
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