An exploratory study of the role of HRM and the transfer of German MNC sustainability values to Brazil

Abstract

Sustainability, defined here as the triple bottom line, is rapidly gaining importance as a societal and strategic business concern. Research on sustainability linked with Human Resource Management (HRM) is very limited. Although HR is often tasked with training and transferring values related to corporate strategy, an investigation of 10 German multinationals and their Brazilian subsidiaries found varying levels of HR involvement in the organisation of sustainability programmes or the transfer of German sustainability values to Brazilian subsidiaries. Content analysis of company reports resulted in an original model that includes five core components that characterise sustainability management in this sample: rationale, conceptual framework, direction, transfer and evaluation. Follow-up interviews with German and Brazilian executives specified the role of HRM in sustainability and the German-Brazilian transfer process. We conclude with suggestions for future research directions and a discussion of the model's practical HR implications for implementing sustainability initiatives.

Presenting Sustainable HRM Model Based on Balanced Scorecard in Knowledge-based ICT Companies (The Case of Iran)

“…Attraction and retention of skilled and motivated HR has been one of the promises for organizations that actively implement sustainability initiatives as it is confirmed in earlier studies (e.g. Hoeppe, 2014;Wagner, 2011;Boudreau & Ramstad, 2005;Zaugg et al, 2001;Wehling et al, 2009).…”

“…In this perspective, five themes were derived from the expert's opinions analysis. The first theme was providing dialogue spaces for stakeholders as it was noted in researches conducted by Harry (2014), Ehnert et al (2014a), , Guerci et al (2014), Kramar (2014), and Wehling et al (2009). One of the respondents who was an HR manager opined that "Holding meetings with different groups of stakeholders such as clients, staff, NGOs periodically bring about helpful comments, and suggestions that would lead to multilateral understandings of each parties' interests".…”

“…The importance of training and development was emphasized in previous studies (e.g. Ehnert, 2009a;Ehnert et al, 2016;Wilkinson et al, 2001;De Prins et al, 2015, Wehling et al, 2009. HR training is like the injection of new blood into the veins of the organization that facilitates employees' adaptation to the changing environment.…”

“…Learning & Growth Perspective Ehnert et al (2016), De Prins et al (2015, Mariappanadar (2014), Kira & Lifvergren (2014), Gollan & Xu (2014), , Hoeppe (2014), Harry (2014), Taylor et al (2012), Cohen et al (2012), Renwick et al (2011), Ehnert (2009a Hoeppe (2014), Mariappanadar (2014), Becke (2014), Gollan & Xu (2014), Debreaux (2014), Ehnert et al (2014c), Ghosh et al (2014), Ehnert (2009a), Wehling et al (2009, Wilkinson et al (2001), Gollan (2000Gollan ( , 2006 Change toward Sustainability Kira & Lifvergren (2014), Hoeppe (2014), Mariappanadar (2014), Gollan & Xu (2014), Becke (2014), Dorenbosch (2014), Docherty et al (2002Docherty et al ( , 2009), Ehnert (2009aEhnert ( , 2006, Kira (2003), Wilkinson et al (2001) HRs' Regeneration Stakeholders Perspective Ehnert et al (2016), De Prins et al (2015, Harry (2014), Ehnert et al (2014b, c), Kira & Lifvergren (2014), Gollan & Xu (2014), Guerci et al (2014), Zink (2014), , ...…”

Integração Entre Gestão De Pessoas E Estratégia De Sustentabilidade: O Caso Natura

“…(Wehling et al, 2009). Não há uma definição única a respeito de qual seria esse novo papel, no entanto os autores convergem ao considerar a área um importante agente diante de transformações organizacionais que a estratégia de sustentabilidade demanda.…”