Discipline and punish? Strategy discourse, senior manager subjectivity and contradictory power effects

Responding to calls for a more localized and dispersed conceptualization of power in the study of strategy discourse and its power effects, this paper examines how such effects undermine and contradict each other in a mundane, routine interaction: a research interview between a corporate elite actor and one of the authors. Using a Foucauldian inspired discursive psychology approach to provide a critical analysis of brief stretches of talk in a research interview, we expose the inherent instability and contingency of strategy discourse as it is used to construct accounts of corporate success, failure and senior manager subjectivity. Our core contribution is to show that resistance to strategy discourse is discernible not only through how lower level or other actors contest or undermine this discourse, but also by observing the efforts of corporate elites to manage temporary breakdowns (Sandberg and Tsoukas, 2011) which disrupt the background consensus which ordinarily provides strategy discourse with its “taken-for-granted” quality. Resistance, we argue, is not only an intentional and oppositional practice but inheres within the fine grain of strategy discourse itself, manifested as a “hindrance and stumbling block” (Foucault, 1978) in the highly occasioned and local level of mundane interaction

Management Research on Multinational Corporations: A Methodological Critique

In the context of burgeoning research on multinational corporations (MNCs), this paper addresses the issue of the representativeness of databases of MNCs in Ireland. It identifies some important deficiencies in existing databases much used by scholars in the field. Drawing on the international literature, it finds that this problem also characterises research on MNCs in many other countries. In the Irish context, we find that the extant empirical research has generally excluded two key categories of MNCs, namely, (a) foreign MNCs which are not grant-aided by the main industrial promotions agencies and (b) Irish-owned MNCs. The paper outlines our experience in identifying and addressing these deficiencies and describes the methods that might be employed in more precisely defining the MNC population in Ireland. More generally the paper reviews some of the issues and obstacles confronting scholars investigating the MNC sector in Ireland and abroad.

Solar energy apparatus with apertured shield

A protective apertured shield for use about an inlet to a solar apparatus which includesd a cavity receiver for absorbing concentrated solar energy. A rigid support truss assembly is fixed to the periphery of the inlet and projects radially inwardly therefrom to define a generally central aperture area through which solar radiation can pass into the cavity receiver. A non-structural, laminated blanket is spread over the rigid support truss in such a manner as to define an outer surface area and an inner surface area diverging radially outwardly from the central aperture area toward the periphery of the inlet. The outer surface area faces away from the inlet and the inner surface area faces toward the cavity receiver. The laminated blanket includes at least one layer of material, such as ceramic fiber fabric, having high infra-red emittance and low solar absorption properties, and another layer, such as metallic foil, of low infra-red emittance properties

Regional head quarter’s dual agency role: micro-political strategies of alignment and self interest

Increased research focus on the networked perspective of the MNE reflects a greater delegation of responsibility from corporate headquarters (CHQ) to subsidiary and intermediary units such as regional headquarters (RHQ). This shift has increased the intensity of political interactions between key actors within the MNE. Despite the recent rise in studies on the micro-political perspective of the MNE, to date little empirical work has explored this issue in the context of the CHQ-RHQ relationship. Drawing insights from agency theory and micro-politics, we focus on the context in which RHQs develop micro-political strategies in order to manage the flow and exchange of knowledge with CHQ. We show how RHQ may exhibit a ‘dual agency’ role when dealing with CHQ, in that it is characterised as a principal and agent, each requiring different micro-political knowledge strategies. As a principal, RHQ will develop micro-political knowledge strategies to increase alignment with CHQ. As an agent, RHQ develops micro-political knowledge strategies to pursue its own self-interests. Having identified different RHQ agency roles, we develop a conceptual model that outlines how alignment and self-interest seeking behaviours from RHQ manifest through different micro-political knowledge strategies in its agency relationship with CHQ

Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities

Although global mobility represents an important element of many multinational enterprise's (MNEs) global talent management systems, the two areas of practice have largely been decoupled in research and practice. The current paper aims to build a dialog around the integration of these two important areas of practice and illustrate how the integration of global mobility and global talent management can contribute to the success of the MNE. Human capital and social capital theories are introduced as theoretical frames for the integration of the two areas and global talent pools and routines for managing global staffing flows are introduced as key organizational routines that can maximize the contribution of global mobility to the MNE. The paper also considers challenges and opportunities for the integration of mobility and talent and outlines some directions for future study

Navigating the shifting landscapes of HRM

A confluence of mega-trends mean that HR is experiencing disruption and change on an unprecedented scale. This special issue is designed to inform our understanding of these shifting landscapes of HRM. In this overview we detail the broad contextual backdrop of key changes, before providing an overview of the six articles that make up this special issue. The articles cover agile HR, HR disruption, strategic human capital, employee health and safety, HR co-creation and global flexible working arrangements. We conclude by threading key insights together with suggestions on how theory and research might seek to better embrace disruption and navigate the shifting landscapes of HRM. This includes striving for interdisciplinary insight, finding motivation in practice, looking back to go forward, using multiple pathways for understanding, challenging assumptions and accommodating HR agency. The understanding and insight offered in this special issue hold special relevance in the context of the COVID-19 crisis

Evaluating talent management in emerging market economies: societal, firm and individual perspectives

This special issue aims to advance our understanding of talent management in emerging market economies. The uniqueness of this special issue was that it invited and accepted contributions on talent management in emerging countries at multiple levels. At the macro level, i.e. from a country level perspective, given the prevalence of state intervention in emerging economies, we were interested in understanding the impact of state ownership/intervention on talent management in those markets. From a meso level, i.e. from a firm level perspective, we were interested in empirical evidence, as to how talent management contributes to performance in emerging markets. Finally, at a micro level, i.e. from an individual level, we were interested in empirical work on research topics such as the career expectations of talent in emerging markets, and the factors that determine the attractiveness of employers for employees in emerging markets. The papers that represented contextual data from lesser-represented emerging countries, were included in this special issue. More specifically, these papers contextually represented the emerging countries namely Nepal, Russia, The United Arab Emirates, Vietnam, Poland, Iraq and the last study included a collection of data from 19 African countries. We contribute through this editorial piece by comparing the seven papers included in this special issue to both, previous work in the last two decades or so (2000–2022), globally and within International Journal of Human Resource Management, and identify meaningful future research directions