Pub Date : 2024-09-26DOI: 10.1177/00187267241279216
Sarah Gilmore, Nancy Harding, Jackie Ford
This article marks the 50th anniversary of the passing of the UK’s Sex Discrimination Act (1975). The UK offers an important historical case study of how such laws are, or are not, translated into practice. The success of the Act is mixed: there has been progress but much more needs to be done. In this study, we seek understanding of the mechanisms through which changes, albeit limited, have been made, with the aim of identifying strategies for continuing progress towards equalities. Using a feminist methodology of researching differently within an archive of memories, and the underutilized work of feminist psychoanalytical theorist Jessica Benjamin, we identify that women engaged in micro-revolutions involving everyday strategies of resistance. Over time, these accumulate and bring about changes on which we can continue to build. The article, first, contributes a theory of women’s agency as quiet revolutionaries; second, it pushes forward feminist theories of recognition; and, finally, it advances methods of researching differently.
{"title":"Fifty years of fighting sex discrimination: Undermining entrenched misogynies through recognition and everyday resistance","authors":"Sarah Gilmore, Nancy Harding, Jackie Ford","doi":"10.1177/00187267241279216","DOIUrl":"https://doi.org/10.1177/00187267241279216","url":null,"abstract":"This article marks the 50th anniversary of the passing of the UK’s Sex Discrimination Act (1975). The UK offers an important historical case study of how such laws are, or are not, translated into practice. The success of the Act is mixed: there has been progress but much more needs to be done. In this study, we seek understanding of the mechanisms through which changes, albeit limited, have been made, with the aim of identifying strategies for continuing progress towards equalities. Using a feminist methodology of researching differently within an archive of memories, and the underutilized work of feminist psychoanalytical theorist Jessica Benjamin, we identify that women engaged in micro-revolutions involving everyday strategies of resistance. Over time, these accumulate and bring about changes on which we can continue to build. The article, first, contributes a theory of women’s agency as quiet revolutionaries; second, it pushes forward feminist theories of recognition; and, finally, it advances methods of researching differently.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":null,"pages":null},"PeriodicalIF":5.7,"publicationDate":"2024-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142325017","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-23DOI: 10.1177/00187267241279385
Darren T Baker, Nick Rumens
This article explores men’s psychic attachments to organisational masculinities in the context of gender equality initiatives in the UK finance sector. Deploying an object-relations psychoanalysis and generating interview data with 30 male executives and non-executives, it unpacks why and how men outwardly support but unconsciously repudiate workplace gender equality. We explain how this conflict indicates the presence of what Melanie Klein terms the paranoid-schizoid position. We examine two key unconscious processes of the paranoid-schizoid position in men’s accounts: gender-splitting, when men dissociate undesirable aspects of organisational masculinity, and projection, when repressed, negative parts of their masculine ideals are instead attributed to women. This article’s contributions demonstrate how the paranoid-schizoid position is defensive, enabling men to articulate support for gender equality, but also protect paranoid constructions of organisational masculinity when it is threatened by women. Empirically and theoretically, this article shows how organisational masculinities are ambivalent, which in Kleinian terms underscores how masculinity has ‘good’ and ‘bad’ components that are constituted unconsciously through its relationship with the object world. This article concludes by drawing out the implications for (re)positioning men within workplace gender equality debates and activities.
{"title":"Men’s anxieties and defences regarding gender (in)equality in the workplace: An object-relations psychoanalysis of organisational masculinities","authors":"Darren T Baker, Nick Rumens","doi":"10.1177/00187267241279385","DOIUrl":"https://doi.org/10.1177/00187267241279385","url":null,"abstract":"This article explores men’s psychic attachments to organisational masculinities in the context of gender equality initiatives in the UK finance sector. Deploying an object-relations psychoanalysis and generating interview data with 30 male executives and non-executives, it unpacks why and how men outwardly support but unconsciously repudiate workplace gender equality. We explain how this conflict indicates the presence of what Melanie Klein terms the paranoid-schizoid position. We examine two key unconscious processes of the paranoid-schizoid position in men’s accounts: gender-splitting, when men dissociate undesirable aspects of organisational masculinity, and projection, when repressed, negative parts of their masculine ideals are instead attributed to women. This article’s contributions demonstrate how the paranoid-schizoid position is defensive, enabling men to articulate support for gender equality, but also protect paranoid constructions of organisational masculinity when it is threatened by women. Empirically and theoretically, this article shows how organisational masculinities are ambivalent, which in Kleinian terms underscores how masculinity has ‘good’ and ‘bad’ components that are constituted unconsciously through its relationship with the object world. This article concludes by drawing out the implications for (re)positioning men within workplace gender equality debates and activities.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":null,"pages":null},"PeriodicalIF":5.7,"publicationDate":"2024-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142313734","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-21DOI: 10.1177/00187267241280867
{"title":"Expression of Concern: “Understanding social responsibility and relational pressures in nonprofit organisations”","authors":"","doi":"10.1177/00187267241280867","DOIUrl":"https://doi.org/10.1177/00187267241280867","url":null,"abstract":"","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":null,"pages":null},"PeriodicalIF":5.7,"publicationDate":"2024-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142306283","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-20DOI: 10.1177/00187267241280054
Yvonne Benschop, Patricia Lewis
Feminism is back, but is it? What does the contemporary popularity of feminism mean for the feminist subject and the feminist project in western organizations? This is the question that lies at the heart of this article. We observe how postfeminism – as a key source for feminism’s contemporary attractiveness – individualizes the feminist subject as empowered, choosing and self-transforming. However, feelings of affective incongruity between what is promised and what is delivered in postfeminist times provide an entry point for a re-radicalization of the feminist project. To examine how the disappointed postfeminist subject can challenge organizations, we return to the feminist concepts of collectivity and patriarchy. We update the notion of collectivity through fusion with network sociality, breaking with a traditional understanding of stable collaboration, and emphasizing diverse experiences and transient, intense collective encounters. Returning to patriarchy, we present it as ‘stunningly adaptable’ and the unsanitized interpretation of the struggle for equality. It is the context for the disappointment that can spark temporary intense collective action for intersectional equality. Finally, we identify the contours of a research agenda to explore how to radicalize the feminist subject to take forward a feminist project of intersectional equality.
{"title":"Not just one woman at a time: Re-radicalizing a feminist project at work in a postfeminist era","authors":"Yvonne Benschop, Patricia Lewis","doi":"10.1177/00187267241280054","DOIUrl":"https://doi.org/10.1177/00187267241280054","url":null,"abstract":"Feminism is back, but is it? What does the contemporary popularity of feminism mean for the feminist subject and the feminist project in western organizations? This is the question that lies at the heart of this article. We observe how postfeminism – as a key source for feminism’s contemporary attractiveness – individualizes the feminist subject as empowered, choosing and self-transforming. However, feelings of affective incongruity between what is promised and what is delivered in postfeminist times provide an entry point for a re-radicalization of the feminist project. To examine how the disappointed postfeminist subject can challenge organizations, we return to the feminist concepts of collectivity and patriarchy. We update the notion of collectivity through fusion with network sociality, breaking with a traditional understanding of stable collaboration, and emphasizing diverse experiences and transient, intense collective encounters. Returning to patriarchy, we present it as ‘stunningly adaptable’ and the unsanitized interpretation of the struggle for equality. It is the context for the disappointment that can spark temporary intense collective action for intersectional equality. Finally, we identify the contours of a research agenda to explore how to radicalize the feminist subject to take forward a feminist project of intersectional equality.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":null,"pages":null},"PeriodicalIF":5.7,"publicationDate":"2024-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142306252","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-19DOI: 10.1177/00187267241275864
Vaibhavi Kulkarni, Namita Gupta, Arohi Panicker
Our study illustrates how boundary mechanisms exacerbated the marginalization of paid domestic workers in India, after they resumed their employment at the end of the lockdown during the COVID-19 pandemic. We draw upon in-depth interviews with the middle-class employers of these workers to show how the employers renegotiated boundary rules and created bubbles of safe interaction for themselves. We contribute to boundary theory by explaining how pre-existing symbolic boundaries intensify and materialize into social boundaries. Social boundaries often result in unequal access to resources, further increasing disparities. But how do these boundaries get invoked? What forms do they take? So far, we do not have enough empirical research examining the creation and maintenance of social boundaries. This study shows how social boundaries get created and stabilized within gated communities through deployment of material resources, regulations and routinization of boundary tactics. These exclusionary social boundaries are further strengthened by the presence of an external agency, emerging as a new and significant actor in the hitherto private employer–worker relationship. Finally, we note that these boundaries result in normalized differential treatment of domestic workers, thus accentuating the class divide.
{"title":"Creating ‘safe’ spaces through exclusionary boundaries: Examining employers’ treatment of domestic workers during the COVID-19 pandemic in India","authors":"Vaibhavi Kulkarni, Namita Gupta, Arohi Panicker","doi":"10.1177/00187267241275864","DOIUrl":"https://doi.org/10.1177/00187267241275864","url":null,"abstract":"Our study illustrates how boundary mechanisms exacerbated the marginalization of paid domestic workers in India, after they resumed their employment at the end of the lockdown during the COVID-19 pandemic. We draw upon in-depth interviews with the middle-class employers of these workers to show how the employers renegotiated boundary rules and created bubbles of safe interaction for themselves. We contribute to boundary theory by explaining how pre-existing symbolic boundaries intensify and materialize into social boundaries. Social boundaries often result in unequal access to resources, further increasing disparities. But how do these boundaries get invoked? What forms do they take? So far, we do not have enough empirical research examining the creation and maintenance of social boundaries. This study shows how social boundaries get created and stabilized within gated communities through deployment of material resources, regulations and routinization of boundary tactics. These exclusionary social boundaries are further strengthened by the presence of an external agency, emerging as a new and significant actor in the hitherto private employer–worker relationship. Finally, we note that these boundaries result in normalized differential treatment of domestic workers, thus accentuating the class divide.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":null,"pages":null},"PeriodicalIF":5.7,"publicationDate":"2024-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142306392","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-14DOI: 10.1177/00187267241274619
Mariella Miraglia, Silvia Dello Russo, Gregor Bouville
Performance management (PM) practices were conceived to improve employees’ performance. However, one may ask: do they also have unintended and accompanying consequences on employee well-being? In this study, we set out to answer this question, and examined the influence of three PM practices, namely goal setting, monitoring, and performance evaluation, on two behavioral indicators of employee well-being: sickness absenteeism (not working owing to illness) and presenteeism (working despite illness). Our assumption, based on labor process theory, is that PM practices are an instrument of managerial control that would intensify employees’ work and, via this process, lead to more absenteeism and presenteeism. Drawing on two matched waves of the French National Working Conditions survey ( N = 17,081), we found that goal setting and monitoring are associated with more absenteeism and presenteeism indirectly via work intensification. By contrast, performance evaluation reported negative, albeit weak, indirect associations with both behaviors. These results show that PM can take a toll on employees’ well-being and that the organizational and social context of attendance behaviors matters. They also hold clear practical implications for designing managerial practices that minimize their negative impact on well-being.
{"title":"The hazards of performance management: An investigation into its effects on employee absenteeism and presenteeism","authors":"Mariella Miraglia, Silvia Dello Russo, Gregor Bouville","doi":"10.1177/00187267241274619","DOIUrl":"https://doi.org/10.1177/00187267241274619","url":null,"abstract":"Performance management (PM) practices were conceived to improve employees’ performance. However, one may ask: do they also have unintended and accompanying consequences on employee well-being? In this study, we set out to answer this question, and examined the influence of three PM practices, namely goal setting, monitoring, and performance evaluation, on two behavioral indicators of employee well-being: sickness absenteeism (not working owing to illness) and presenteeism (working despite illness). Our assumption, based on labor process theory, is that PM practices are an instrument of managerial control that would intensify employees’ work and, via this process, lead to more absenteeism and presenteeism. Drawing on two matched waves of the French National Working Conditions survey ( N = 17,081), we found that goal setting and monitoring are associated with more absenteeism and presenteeism indirectly via work intensification. By contrast, performance evaluation reported negative, albeit weak, indirect associations with both behaviors. These results show that PM can take a toll on employees’ well-being and that the organizational and social context of attendance behaviors matters. They also hold clear practical implications for designing managerial practices that minimize their negative impact on well-being.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":null,"pages":null},"PeriodicalIF":5.7,"publicationDate":"2024-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142231596","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-03DOI: 10.1177/00187267241265921
Sam Van Elk, Juliane Reinecke, Susan Trenholm, Ewan Ferlie
How can actors use the future to politically navigate moral disputes today? This article examines how projected futures are constructed and mobilised to suspend present-day moral dilemmas. Utilising the Economies of Worth and Barbara Adam’s sociology of time, we discursively analyse the moral dilemma between civic virtues and financial savings in UK healthcare austerity (2010–2018). This reveals how the pro-austerity government avoided moral scrutiny of their posited solutions to apparently intractable moral struggles using future projections we term ‘promissory futures’. Promissory futures project desirable futures that ambiguously seem both secured enough to be reliable, and open enough to escape today’s moral dilemmas. Thus, government could use them to shift the temporal focus away from present-day moral critique of how they were balancing austerity’s financial savings against civic virtues, and into a future where savings and civic virtues were compatible. However, promissory futures contain a contradiction: the future cannot be both already-secured and still-open. Thus, critics could eventually deconstruct promissory futures, requiring government to repeatedly reconstruct them. There thus emerges less a definitive moral settle- ment and more a continual process of moral settl- ing, whereby a series of promissory futures together forestall critique of underlying settlements, thus delaying moral struggles’ denouements.
行为者如何利用未来在政治上引导当今的道德争议？本文探讨了如何构建和调动预测的未来来暂缓当今的道德困境。利用 "价值经济学"（Economies of Worth）和芭芭拉-亚当（Barbara Adam）的 "时间社会学"（sociology of time），我们对英国医疗紧缩政策（2010-2018 年）中公民美德与财政节约之间的道德困境进行了话语分析。这揭示了支持紧缩政策的政府如何利用我们称之为 "许诺的未来 "的未来预测来避免对其提出的显然难以解决的道德困境的解决方案进行道德审查。许诺未来 "预测的理想未来模棱两可，似乎既足够安全可靠，又足够开放，可以摆脱当今的道德困境。因此，政府可以利用它们来转移时间焦点，使人们不再对政府如何平衡财政紧缩与公民美德之间的关系进行道德批判，而是关注节约与公民美德相容的未来。然而，未来承诺包含着一个矛盾：未来不可能既已得到保障，又仍然是开放的。因此，批评者最终会解构未来承诺，要求政府反复重建未来承诺。因此，与其说出现了最终的道德解决，不如说出现了一个持续的道德解决过程，在这个过程中，一系列的承诺未来共同阻止了对基本解决的批评，从而推迟了道德斗争的终结。
{"title":"Constructing promissory futures to defer moral scrutiny: The dilemma of healthcare austerity","authors":"Sam Van Elk, Juliane Reinecke, Susan Trenholm, Ewan Ferlie","doi":"10.1177/00187267241265921","DOIUrl":"https://doi.org/10.1177/00187267241265921","url":null,"abstract":"How can actors use the future to politically navigate moral disputes today? This article examines how projected futures are constructed and mobilised to suspend present-day moral dilemmas. Utilising the Economies of Worth and Barbara Adam’s sociology of time, we discursively analyse the moral dilemma between civic virtues and financial savings in UK healthcare austerity (2010–2018). This reveals how the pro-austerity government avoided moral scrutiny of their posited solutions to apparently intractable moral struggles using future projections we term ‘promissory futures’. Promissory futures project desirable futures that ambiguously seem both secured enough to be reliable, and open enough to escape today’s moral dilemmas. Thus, government could use them to shift the temporal focus away from present-day moral critique of how they were balancing austerity’s financial savings against civic virtues, and into a future where savings and civic virtues were compatible. However, promissory futures contain a contradiction: the future cannot be both already-secured and still-open. Thus, critics could eventually deconstruct promissory futures, requiring government to repeatedly reconstruct them. There thus emerges less a definitive moral settle- ment and more a continual process of moral settl- ing, whereby a series of promissory futures together forestall critique of underlying settlements, thus delaying moral struggles’ denouements.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":null,"pages":null},"PeriodicalIF":5.7,"publicationDate":"2024-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141891596","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-28DOI: 10.1177/00187267241266781
{"title":"HUMAN RELATIONS Special Issue – Call for Critical Reviews (Targeted for 2026)","authors":"","doi":"10.1177/00187267241266781","DOIUrl":"https://doi.org/10.1177/00187267241266781","url":null,"abstract":"","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":null,"pages":null},"PeriodicalIF":5.7,"publicationDate":"2024-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141794895","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-26DOI: 10.1177/00187267241254188
Eunbi Kim
Chief executive officers (CEOs) are generally expected to make strategic decisions in pursuit of their firms’ best interests. Nevertheless, CEO decisions can be made upon noneconomic factors, such as their personal values and their relationship with the board. Building on upper echelons theory and CEO–board power dynamics literature, I examine how racial minority CEOs influence firms’ skilled migrant hiring, moderated by board characteristics that potentially constrain CEO decision-making authority. I analyze whether and how Fortune 500 firms’ skilled migrant hiring patterns (2009–2019) vary by CEO race and the level of board political conservatism/white dominance. I find support for my hypotheses that organizations with racial minority CEOs tend to hire more skilled migrants, but that such hiring decisions can be hampered by board characteristics that activate the CEOs’ value threat as minorities. I highlight the importance of organizational contexts, where the leaders are situated, in achieving organizational competitiveness and diversity. My findings contribute to literatures on CEO–board power dynamics as well as CEO diversity and strategic human resource management.
人们通常期望首席执行官（CEO）为公司的最大利益做出战略决策。然而，首席执行官的决策也可能受非经济因素的影响，比如他们的个人价值观以及他们与董事会的关系。在上层理论和首席执行官与董事会权力动态文献的基础上，我研究了少数种族首席执行官如何影响公司的技术移民招聘，并通过可能限制首席执行官决策权的董事会特征进行调节。我分析了财富 500 强企业的技术移民招聘模式（2009-2019 年）是否以及如何因 CEO 种族和董事会政治保守主义/白人主导地位的程度而有所不同。我发现我的假设得到了支持，即拥有少数种族首席执行官的组织倾向于雇佣更多技术移民，但这种雇佣决策可能会受到董事会特征的阻碍，这些特征会激活首席执行官作为少数族裔的价值威胁。我强调了领导者所在的组织环境在实现组织竞争力和多样性方面的重要性。我的研究结果对有关首席执行官-董事会权力动态以及首席执行官多样性和战略人力资源管理的文献有所贡献。
{"title":"Racial minority CEOs, board characteristics, and skilled migrant hiring","authors":"Eunbi Kim","doi":"10.1177/00187267241254188","DOIUrl":"https://doi.org/10.1177/00187267241254188","url":null,"abstract":"Chief executive officers (CEOs) are generally expected to make strategic decisions in pursuit of their firms’ best interests. Nevertheless, CEO decisions can be made upon noneconomic factors, such as their personal values and their relationship with the board. Building on upper echelons theory and CEO–board power dynamics literature, I examine how racial minority CEOs influence firms’ skilled migrant hiring, moderated by board characteristics that potentially constrain CEO decision-making authority. I analyze whether and how Fortune 500 firms’ skilled migrant hiring patterns (2009–2019) vary by CEO race and the level of board political conservatism/white dominance. I find support for my hypotheses that organizations with racial minority CEOs tend to hire more skilled migrants, but that such hiring decisions can be hampered by board characteristics that activate the CEOs’ value threat as minorities. I highlight the importance of organizational contexts, where the leaders are situated, in achieving organizational competitiveness and diversity. My findings contribute to literatures on CEO–board power dynamics as well as CEO diversity and strategic human resource management.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":null,"pages":null},"PeriodicalIF":5.7,"publicationDate":"2024-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141768439","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-29DOI: 10.1177/00187267241249815
Mehmet Demirbag, Ekrem Tatoglu, Geoffrey Wood, Alison J Glaister, Selim Zaim, Smitha R Nair
Where do high-impact human resources management practices thrive, and how do they make a difference in environments with limited institutional support? This study delves into the realm of talent management (TM) in Turkey, where institutional coverage is incomplete and unstable. Drawing on survey data, we explore the conditions under which TM succeeds, supplementing previous research on internal networks by examining the impact of external networks that encompass the entire firm. We find that when firms have closer ties with customers, suppliers and competitors (and hence, the basis for formal network tie building), TM is more prevalent and more likely to be successful. While conventional wisdom in comparative institutional literature suggests that such dense ties might be less effective in emerging markets owing to the absence of advanced complementarities found in mature economies, our study challenges these assumptions. In the eyes of managers, TM is not merely a tool to overcome disadvantages; it is perceived as a source of opportunities. This prompts a critical question: what specific advantages does the emerging economy system confer on firms embracing TM? Our study seeks to unravel these dynamics and contribute to a deeper understanding of the interplay between institutional contexts and TM.
{"title":"Building higher value-added firm practices in challenging contexts: Formal networks and talent management in Turkey","authors":"Mehmet Demirbag, Ekrem Tatoglu, Geoffrey Wood, Alison J Glaister, Selim Zaim, Smitha R Nair","doi":"10.1177/00187267241249815","DOIUrl":"https://doi.org/10.1177/00187267241249815","url":null,"abstract":"Where do high-impact human resources management practices thrive, and how do they make a difference in environments with limited institutional support? This study delves into the realm of talent management (TM) in Turkey, where institutional coverage is incomplete and unstable. Drawing on survey data, we explore the conditions under which TM succeeds, supplementing previous research on internal networks by examining the impact of external networks that encompass the entire firm. We find that when firms have closer ties with customers, suppliers and competitors (and hence, the basis for formal network tie building), TM is more prevalent and more likely to be successful. While conventional wisdom in comparative institutional literature suggests that such dense ties might be less effective in emerging markets owing to the absence of advanced complementarities found in mature economies, our study challenges these assumptions. In the eyes of managers, TM is not merely a tool to overcome disadvantages; it is perceived as a source of opportunities. This prompts a critical question: what specific advantages does the emerging economy system confer on firms embracing TM? Our study seeks to unravel these dynamics and contribute to a deeper understanding of the interplay between institutional contexts and TM.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":null,"pages":null},"PeriodicalIF":5.7,"publicationDate":"2024-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141177450","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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