Linking individual and organizational cultural competences: One step closer to multicultural organization

The main purpose of this paper is to empirically examine the link between individual (IC) and organization (OC) cultural competence leading to the multicultural organization development (MOD), as proposed in earlier studies. We built on theoretical postulates that define OC as management of IC and that assert that MOD is achieved through organizational adaptation to multicultural surroundings. We proposed the managerial role as the independent variable reflecting the link between the IC and OC and assigned MNC subsidiary organizational innovativeness (OI) the dependent variable role reflecting the degree of MOD. Accordingly, we constructed a new expatriate IC model and tested its impact on OI as MNC’s subsidiary. We introduced contingency variables with the aim to increase the robustness and the merit of the research model. The survey was carried out in Croatia, on a sample of 146 expatriates by using the questionnaire method. The research results confirmed most of the hypotheses. The main contributions of this paper are the theoretical formulation of the new IC model (as an independent variable) and its empirical verification through examination of its relation with a subsidiary OI, as a dependent variable

Common Good HRM: A paradigm shift in Sustainable HRM?

As organizations increasingly claim to have become more sustainable and to have contributed to global sustainable development, demands for Human Resource Management (HRM) to become sustainable intensify. In the past decade, the concept of Sustainable HRM received increasing attention in both practice and research. However, academics' views about what Sustainable HRM means are diverse, and the effectiveness of Sustainable HRM practices is uncertain. We reviewed key articles in the literature on Sustainable HRM and as a result highlight how the purpose of HRM has been transformed in the search for sustainability. We present four Sustainable HRM types and describe how HRM can effectively contribute to solving todays “grand” sustainability challenges by applying ideas from a common good economy perspective. We propose that a new type of Sustainable HRM – Common Good HRM – could be essential in driving progress toward addressing sustainable development goals (SDGs) in Sustainable HRM

Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers

The aim of this article is to contribute to understanding the importance of considering the effect of employees’ perceptions of Socially Responsible Human Resource Management (SR-HRM) on employee commitment. Results, applied to different levels of the organization (HR managers, line managers and employees) show, on one hand, that there is a relationship between a SR-HRM and employee commitment, and on the other hand, that employees’ perceptions have an influence on the extent to which these relationships are developed. HR managers and line managers perceived SR-HRM in a similar way and line managers and non-managerial employees generally did too. The frequency with which line managers disagree with employees’ perceptions about socially responsible practices was low. Suggestions for HRM practice and future research are provided

Line Managers and HRM: A Relational Approach to Paradox

The scholarly literature on line manager involvement in HRM increasingly acknowledges competing demands that pervade this work. This chapter introduces a relational approach to paradox that postulates that the way line managers translate competing demands is highly relevant for, and impacts on, other HRM actors’ experiences of tensions and abilities to handle them. We draw on suggestions from paradox literature that active engagement with competing demands can promote learning and focus on the role of training and supportive practices in organizations that enable the development of paradox mindsets and practical ways to handle tensions. By taking a relational approach to paradox, we model how individual responses to competing demands enable or hinder beneficial learning dynamics and promote virtuous cycles

The Lived Experience of Paradox:How Individuals Navigate Tensions during the Pandemic Crisis

This is a dialogue and part of an article series involving many authors. </p