2020
DOI: 10.1080/09585192.2019.1711443
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Human resource management in Africa: current research and future directions – evidence from South Africa and across the continent

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Cited by 22 publications
(25 citation statements)
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“…In terms of comparative institutional analysis, the Varieties of Capitalism approach and the broadly compatible Business Systems theory suggest that both formal institutions, including laws, regulations, and the strength of collective bargaining, and informal institutions, such as norms, conventions and other informal practices, can significantly vary in the ways organisations and market operate (Whitley, 1994). Although early work focused on broad societal differences, in recent years, considerable attention has been paid to the impact of these formal and informal institutions on HRM and employment relations, applying a longer term historical framework from the institutionalist perspective to explain how different HR practices are formed and develop over time (Wilkinson et al, 2014;Wilkinson & Wood, 2012;Wood & Bischoff, 2020). The HR strategies adopted by firms within a country would typically reflect the dominant norms and values of the managers and employees, as well as formative historical developments, and institutionalisation of, inter alia, labour market practices (Bond, 1996;Boxall & Purcell, 2000;Fields et al, 2006;Gooderham et al, 1999;Tregaskis, 1997).…”
Section: Culture Institutions and Hr Practicesmentioning
confidence: 99%
See 1 more Smart Citation
“…In terms of comparative institutional analysis, the Varieties of Capitalism approach and the broadly compatible Business Systems theory suggest that both formal institutions, including laws, regulations, and the strength of collective bargaining, and informal institutions, such as norms, conventions and other informal practices, can significantly vary in the ways organisations and market operate (Whitley, 1994). Although early work focused on broad societal differences, in recent years, considerable attention has been paid to the impact of these formal and informal institutions on HRM and employment relations, applying a longer term historical framework from the institutionalist perspective to explain how different HR practices are formed and develop over time (Wilkinson et al, 2014;Wilkinson & Wood, 2012;Wood & Bischoff, 2020). The HR strategies adopted by firms within a country would typically reflect the dominant norms and values of the managers and employees, as well as formative historical developments, and institutionalisation of, inter alia, labour market practices (Bond, 1996;Boxall & Purcell, 2000;Fields et al, 2006;Gooderham et al, 1999;Tregaskis, 1997).…”
Section: Culture Institutions and Hr Practicesmentioning
confidence: 99%
“…Once these institutions are shaped, they became stabilised over time (Beugelsdijk et al, 2015). Institutionalist thinking has highlighted the persistence of the influence of local cultural values in the workplace (Wood & Bischoff, 2020). Therefore, even when faced with rapid and often negative environmental change, pre-existing HRM practices and arrangements can often endure.…”
Section: Culture Institutions and Hr Practicesmentioning
confidence: 99%
“…Kenya, located in eastern Africa, which is one of the most stable political and economically sound countries in sub-Saharan Africa, and is also a country seriously affected by the HIV epidemic [2] . Since China and Kenya formally established diplomatic relations in 2013, and with the implementation of the One Belt One Road policy and the deepening of China-Africa economic and trade cooperation [3] , there are more and more Chinese migrants in Africa and Kenya. By the end of 2019, there were more than 200,000 Chinese migrants in Africa and nearly 10,000 Chinese migrants in Kenya, the majority of them are workers on infrastructure construction [4] .…”
Section: Introductionmentioning
confidence: 99%
“…In systematically reviewing the existing evidence base, Wood and Bischoff (2020) explored HRM in Africa, focusing on South African HRM. Their study added knowledge to the existing literature.…”
Section: Outlining the Research Gapsmentioning
confidence: 99%
“…IHRM scholars have suggested that national culture influences HRM practices in MNCs (Cooke et al 2019;Latukha et al 2020). Accordingly, the national cultures of emerging economies should have a considerable impact on HRM transfer from EMNCs to their subsidiaries (Wood & Bischoff, 2020).…”
Section: Hrm Practices In Mncs From Emerging Countriesmentioning
confidence: 99%