How do MNC R&amp;D Laboratory Roles Affect Employee International Assignments?

Sapouna, Panagiota; Manolopoulos, Dimitris; Dimitratos, Pavlos

doi:10.1007/s11575-016-0293-8

Cited by 6 publications

(6 citation statements)

References 83 publications

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“…This means that the higher usage of HR development practices goes along with the higher level of organizational innovative performances. These results are in the line with previous empirical results for predictors like HR training (Shipton et al ., 2006; Morley et al ., 2016; González et al ., 2016; Dostie, 2018), project team (Hülsheger et al ., 2009; Davis and Marshall, 2014; Lantz Friedrich et al ., 2016), coaching and mentoring (Hollywood et al ., 2016; Shipton et al ., 2017; Moore and Wang, 2017) and IA (Sapouna et al ., 2016; Miralles-Vazquez and McGaughey, 2015).…”

Section: Discussionmentioning

confidence: 99%

“…The international career improves language skills, knowledge, business skills, cultural adaptability of an employee who is in the expatriation program, international teamwork skills, creativity, etc. Also, it enables employees to recombine existing knowledge, and create a new one (Sapouna et al ., 2016). As it is shown in this study, these assignments have a positive direct impact on organization innovation.…”

Section: Theoretical and Practical Implicationsmentioning

confidence: 99%

“…The question is how to make organizations more successful in the innovation process? There are many possibilities for acceleration of innovation, like implementation of the open innovation concept (Chesbrough, 2017), R&D activities (Trott, 2012; Berchicci, 2013; González et al , 2016), engagement of innovation consultant – outsourcing (Inauen and Schenker-Wicki, 2011; Rozdolskaya et al , 2013), creation of multifunctional teams (Lopez‐Cabrales et al ., 2009; Stock et al , 2014), internationalization and international multifunctional teams and working assignments (Sapouna et al ., 2016), participative leadership (Liao et al , 2010; Yoshida et al , 2014), design thinking (Leavy, 2010; Liedtka, 2015), etc. The most of above-mentioned activities are in strong relation with people engaged.…”

Section: Introductionmentioning

confidence: 99%

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The impact of HR development on innovative performances in central and eastern European countries

Berber

Leković

2018

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Purpose The purpose of this paper is to research the impact of one of HRM activities, employees’ development, on the level of organizational innovative performances. HR development techniques that organizations use in order to develop employee’s knowledge, skills and abilities and their impact on the perceived level of organizational innovativeness was set in the focus of research, with the intent of determining which development techniques influence organizational innovative performance. Design/methodology/approach The research is based on the data from CRANET project, which has been largely used in exploring the relation between HRM activities and other variables of organizational behavior and performances. Data for this study were collected from a sample of 1,384 organizations from 8 CEE countries (Croatia, Estonia, Hungary, Latvia, Lithuania, Slovakia, Slovenia and Serbia) for the period 2015–2016. The correlation was used to explore the relations between variables. Ordinal logistic regression was used in order to explore the relations between the employees’ development techniques, training importance and training effectiveness and the level of organizational innovativeness. Findings The regression model showed that there are a statistically significant relations between the effectiveness of training expressed by systematic evaluation of training practice, and the methods of employees’ training (use of projects to stimulate learning, on-the-job training, development centers, use of international work assignments and mentoring) with the level of innovation. The importance of training practice expressed by the ratio of the annual training budget in the total payroll costs did not show statistically significant relations with the level of innovation. Also, systematic estimation of the need for training of personnel has not shown statistically significant relations with the innovation rate of the organization. Research limitations/implications The data are derived from single source respondents, and response rates between countries do vary. At the country level, every effort is made to represent the structure of the economy in the country and at the point in which the data are being collected. Practical implications Training and international working assignments have a direct positive relation with the level of organizational performances, while teamwork and coaching and mentoring have not shown the same. Organizations and their HR managers should pay special attention to planning and implementation of HR development programs – coaching, mentoring and teamwork – in order to create space for organizational innovation enhancement. Originality/value Previous literature seeking to clarify the role of HRM and fostering organizational innovation has made its evident contribution based on theoretical papers. In order to improve the current situation in which empirical evidence is very rare, research on the significance of the employee development program and its impact on the organizational innovative performances is based on quantitative indicators of the conducted research. The relation of HRM and innovative performances in the CEE region was studied in only a few studies. In the previous period, this region has often been omitted in the field of HRM research. Therefore, an additional novelty can be derived from a research sample compiled from the CEE region countries in the conducted research.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical and Practical Implicationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The impact of HR development on innovative performances in central and eastern European countries

Berber

Leković

2018

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“…Several studies make use of strategic HR perspectives (e.g. Santoso and Loosemore, 2013; Sapouna et al, 2016), and interpretive studies in particular rely on career models (e.g. Shen et al, 2015; Yao and Thorn, 2016).…”

Section: Resultsmentioning

confidence: 99%

An empirical analysis of research paradigms within international human resource management: The need for more diversity

Kornau

Frerichs

Sieben

2020

German Journal of Human Resource Management: Zeitschrift für Pe

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The goal of this article is to provide a fine-grained analysis of international human resource management research that addresses the different perspectives applied in that research. We coded 203 peer-reviewed international human resource management articles published between 2011 and 2018 with content analytical methods guided by the compass of management research developed by Sieben, which is rooted in critical management research. We were particularly attentive to the various discursive orientations international human resource management scholars have adopted, including ideologically critical, poststructuralist, functionalist and interpretive perspectives. We further examined which methods, theoretical perspectives and topics were common within and across different perspectives. This analysis indicated that critical research intending to politicize and question existing structures and ways of organizing is still marginal. Along with the dominance of functionalist and interpretive studies, papers in our dataset commonly use a strategic human resource perspective, are predominantly interested in the human resource management–performance link and focus rather narrowly on multinational corporations and expatriates. Furthermore, while international human resource management scholars increasingly account for the contextual embeddedness of organizations through macro-level theories, they mainly apply institutional perspectives that view organizations as adapting to institutional constraints. We propose a more diverse and reflexive approach – inspired by ideologically critical and poststructuralist perspectives – that may help to overcome these blind spots. Such an approach might, for instance, look at types of organizations other than multinational corporations and individuals other than highly skilled expatriates and might explicitly bring multiple, external stakeholders into the picture. We conclude by suggesting that international human resource management research and practice would benefit from more research diversity which enables more holistic analyses of phenomena, more innovative research and resultant insights, and more space for meta-theoretical reflections.

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“…As such we expect those competencies to have only a weak association with the local CSR strategy. For instance, the staff composition of subsidiaries with research and development value chain activities is likely to be more internationally diverse rather than those from a particular locality only (Sapouna, Manolopoulos, & Dimitratos, 2016). This might imply that the subsidiary relies to a lesser extent on the local workforce, which in turn, might make the reduced cost of transaction in the hiring process through localised CSR strategies less attractive for subsidiary managers (Albinger & Freeman, 2000;Yin & Jamali, 2016).…”

Section: Competencies and Csr Focusmentioning

confidence: 99%

Global and Local CSR Strategies in Foreign-Owned Subsidiaries: The Role of Networks and Competencies

Dahms

2020

Multidiscip. bus. rev (Impr.)

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The purpose of this research is to investigate the role of networks and competency dimensions in determining the corporate social responsibility (CSR) strategy of foreign-owned subsidiaries. Survey data has been collected from subsidiary managing directors and analysed using structured equation modelling and fuzzy set qualitative comparative analysis techniques. We show that networks and competencies can have competing as well as complementary effects on the global and local CSR strategies. For instance, inter-organisational network strength and competencies in high primary value chain activities seem to drive global as well as local CSR activities. However, the case is more complex for intra-organisational network relationships and subsidiaries with competencies in supporting value chain activities. The originality of this paper lies in the detailed investigation of how network relationships and competencies affect global and local CSR strategy development. We also provide novelty in applying a combination of symmetric (SEM-PLS) and non-symmetric (fsQCA) analytical techniques.

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How do MNC R&D Laboratory Roles Affect Employee International Assignments?

Cited by 6 publications

References 83 publications

The impact of HR development on innovative performances in central and eastern European countries

The impact of HR development on innovative performances in central and eastern European countries

An empirical analysis of research paradigms within international human resource management: The need for more diversity

Global and Local CSR Strategies in Foreign-Owned Subsidiaries: The Role of Networks and Competencies

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