We explored the relationship between three bundles of flexible work arrangements (FWAs) and turnover for two of GLOBE's societal clusters, namely Anglo and Nordic. We collected data through a large-scale international survey and found significant differences in the FWA-turnover relationship between the two clusters. Specifically, as unsocial hours (overtime, shift work, weekend work) and part-time arrangements (part-time and job-sharing) increase in the Anglo cluster, so does turnover. Further, as schedule flexibility (telework, work from home and flexi-time) increases in the Nordic cluster, turnover decreases. The results raise issues about the universal applicability of FWA policies and practices among nationally and internationally operating organizations.

PurposeThe article seeks to demonstrate the benefits of using an integrative approach between human resource management (HRM) and knowledge management (KM), where one reinforces and supports the other in enhancing organisational effectiveness and performance.Design/methodology/approachThis contribution is a collection of research articles that explore how HRM and KM are interrelated and provide empirical support for such connection.FindingsThe authors firmly believe that the articles of this issue will not only provide for interesting and worthwhile reading material, but also set the stage for enlarging and enriching the research base on the relationship between HRM and KM.Research limitations/implicationsIt is not an exhaustive analysis of the connections between HRM and KM; however, it is a very good first step in that direction. Even though HRM and KM have much in common, there are few studies that make such a connection explicit.Practical implicationsThe article provides a very useful source of information and practical advice on how the connection between the two disciplines can enhance organisational functioning.Originality/valueThis special issue fulfils a gap in the existing literature for both academics and practitioners on the merits of using HRM and KM integratively.

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Relying on a gender neutrality rhetoric, the work-life balance (WLB) discourse has challenged gendered roles, but has failed to expand "gender neutrality" to aspects of gender identity and sexual orientation. In turn, WLB research has systematically excluded lesbian, gay, bisexual, and transgender (LGBT) employees. We build on stakeholder theory and the resource-based view of the firm to propose extending the WLB discourse and associated policies and practices toLGBT employees as key internal stakeholders who can possibly contribute to organizational performance, either directly or indirectly. We further combine these perspectives with institutional theory in an integrative research framework that relies on the critical realist structured ontology and denotes the institutional embeddedness of organizations. Adopting this institutional perspective, we propose that explanations regarding the adoption of LGBT WLB policies in organizations go beyond the organizational level to include higher level institutional characteristics. Similarly, we posit that the relationship between LGBT WLB policies and organizational performance outcomes is influenced by such characteristics. Drawing from this framework, we put forth a typology of organizational responses that postulates the possible outcomes for organizations given their re(actions) to institutional pressures and their attitude toward LGBT employees as stakeholders. K E Y W O R D Sinstitutional theory, LGBT, resource-based view, stakeholder orientation, WLB