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

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

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

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 Journal : a look to the past, present, and future of the journal and HRM scholarship

This editorial lays out 30 years of history of Human Resource Management Journal (HRMJ), charting the journal's roots, reflecting on HRM scholarship today and guiding authors on potential contributions to the journal in the future. HRMJ has achieved high recognition and ranking internationally since its conception originally as a UK-based journal. The journal's broad-based approach to the study of the management of people at work, means it appeals to scholars from a multitude of disciplines, not least of all management, industrial relations, psychology and organisational behaviour. HRMJ is also highly rigorous in its review process, ensuring reliable, interesting and impactful articles that further our knowledge of theory and practice

Web-Based Organizing In Traditional Brick-And-Mortar Companies: The Impact On HR

This chapter introduces the notion of how old economy brick-and-mortar firms are adapting their HRM policies and practices and the roles of their HR departments in light of newly introduced Web-based business-to-business transaction practices. It argues that the Internet has introduced three new business models in old economy companies: the Internet as a marketplace, the Internet as a supply chain integrator, and the Internet as a catalyst for business model redefinition. These innovative ways of organizing are providing HR with opportunities to rise to new challenges and increase their added-value to the firm

The distinctiveness of public sector HRM: A four-wave trend analysis

Given the rhetoric that human resource management (HRM) models adopted by public and private organisations are becoming more similar, this study questions whether the traditional distinction between public and private sector HRM is still relevant. Building from institutional theory, we study continuity and change using four-wave data from eight European countries. We find that the traditional public sector investment in employee well-being continues to be distinctive only for HRM practices aimed at equal opportunities. Private sector organisations, on the other hand, make greater use of performance-oriented HRM practices including compensation and benefits, performance appraisal data, and modern development and career management practices. Cross-sector convergence is explained through coercive and mimetic isomorphic change, while persistent differences indicate that time-honoured public sector values are less susceptible to change. This study provides a much-needed update of the public-private comparison and a trend analysis of developments over time

On theory, technique and text: guidelines and suggestions on publishing international human resource management research

Publishing international human resource management (IHRM) research continues to be a challenge for seasoned as much as junior faculty. Quantitative and qualitative studies exploring HRM-related topics involving multiple countries or complex contextual factors raise issues of developing an appropriate research question, presenting multilevel methodologies, and making a contribution in which context stands central. In this Editorial, we reflect on such issues as discussed at the 2nd Global Conference on International Human Resource Management held at the Pennsylvania State University (USA) in 2015. Journal editors, reviewers and authors contribute to provide practical suggestions on the craft of getting published, including design of a study, developing a writing style, and dealing with journal feedback. Finally, we explore some myths and misperceptions around publishing IHRM research in high-ranking journals

Platelet surface receptor glycoprotein VI-dimer is overexpressed in stroke: The Glycoprotein VI in Stroke (GYPSIE) study results.

OBJECTIVES: Platelet activation underpins thrombus formation in ischemic stroke. The active, dimeric form of platelet receptor glycoprotein (GP) VI plays key roles by binding platelet ligands collagen and fibrin, leading to platelet activation. We investigated whether patients presenting with stroke expressed more GPVI on their platelet surface and had more active circulating platelets as measured by platelet P-selectin exposure. METHODS: 129 ischemic or hemorrhagic stroke patients were recruited within 8h of symptom onset. Whole blood was analyzed for platelet-surface expression of total GPVI, GPVI-dimer, and P-selectin by flow cytometry at admission and day-90 post-stroke. Results were compared against a healthy control population (n = 301). RESULTS: The platelets of stroke patients expressed significantly higher total GPVI and GPVI-dimer (P<0.0001) as well as demonstrating higher resting P-selectin exposure (P<0.0001), a measure of platelet activity, compared to the control group, suggesting increased circulating platelet activation. GPVI-dimer expression was strongly correlated circulating platelet activation [r2 = 0.88, P<0.0001] in stroke patients. Furthermore, higher platelet surface GPVI expression was associated with increased stroke severity at admission. At day-90 post-stroke, GPVI-dimer expression and was further raised compared to the level at admission (P<0.0001) despite anti-thrombotic therapy. All ischemic stroke subtypes and hemorrhagic strokes expressed significantly higher GPVI-dimer compared to controls (P<0.0001). CONCLUSIONS: Stroke patients express more GPVI-dimer on their platelet surface at presentation, lasting at least until day-90 post-stroke. Small molecule GPVI-dimer inhibitors are currently in development and the results of this study validate that GPVI-dimer as an anti-thrombotic target in ischemic stroke.British Heart Foundation, SP/13/7/30575, Dr Stephanie M Jung British Heart Foundation, RE/13/6/30180, Dr Isuru Induruwa NIHR CL to Dr Isuru Induruw

Corporate governance and strategic human resource management:four archetypes and proposals for a new approach to corporate sustainability

In this paper we develop a new typology connecting strategic human resource management (SHRM) to different models of firm-level corporate governance. By asking questions concerning ownership and control issues in the corporate governance literature and drawing on institutional logics, we build a typological framework that identifies four firm-level archetypes of corporate governance systems. Two archetypes represent dominant logic types (shareholder value, communitarian stakeholder), while the other two represent hybrid organizations (enlightened shareholder value, employee-ownership). Using these archetypes, we theorize the implications of different governance structures for SHRM and the challenges they pose. We conclude by discussing a novel solution to many of these challenges based on the corporate sustainability literature, and, in so doing, provide new directions for SHRM research to tackle key challenges facing organizations and the management of people

The effects of market economy and foreign MNE subsidiaries on the convergence and divergence of HRM

This study explores patterns of human resource management (HRM) practices across market economies, and between indigenous firms and foreign MNE subsidiary operations, offering a novel perspective on convergence and divergence. Applying institutional theorizing to improve our understanding of convergence/ divergence as a process and an outcome, data collected from nine countries at three points in time over a decade confirm that convergence and divergence occur to different extents in a non-linear fashion, and vary depending on the area of HRM practice observed. Patterns of adoption and convergence/ divergence are explained through the effect of institutional constraints, which vary between liberal and coordinated market economies, and between indigenous firms and foreign MNE subsidiaries. The study contributes a more graded conceptualization of convergence/ divergence, which reflects the complex dynamic reality of international business