Global, regional and local similarities and differences in HRM in light of Cranet researches (2008-2016)
DOI:
https://doi.org/10.15549/jeecar.v6i1.253Keywords:
Human Resource Management, Comparative International HRM, Central and Eastern Europe (CEE)Abstract
Approaching management sciences is based on empirical analysis of the facts and phenomena. In the research field of Human Resource Management (HRM) there has always been a need to explore and explain the similarities and differences in HRM practice of diverse countries. To do so, various national cultural and institutional characteristics used to be considered by comparative HR research on IHRM practices. The studies also target not only to examine whether country groups or regions can be detected with distinctive HRM characteristics but also to search for the explanatory factors of it. Following contextual research paradigm this paper is trying to find an answer for the question: what characteristic features the HRM practice of Central and Eastern European countries show compared to the current global tendencies. In addition to theoretical approaches related to HRM, the study follows the conceptual framework provided by cultural clusters and comparative economics.
References
Adler, N. (1983). A typology of management studies involving culture. Journal of International Business Studies, 2, 29-47.
Amable, B. (2003). The Diversity of Modern Capitalism, Oxford. Oxford University Press.
Antalik, I., Juhász, T., Kovács, I.É. , Madarász, I., Poór, J. & Szabó, I. (2013). Research on the employent of atypical forms of employment, non-market employment and cross-border cooperation in the Komárno-Komárom region. Research Study on Support for Future Workplaces, (In Hungarian) Gödöll?-Komárno, Selye János University, Komarno – Szent István University.
Antalik, I., Dús, M., Gábrielné T?zsér, Gy., G?si, M., Horbulák, Zs., Juhász, T., Kollár, Cs., Kovács, I.É. , Madarász, I., Mihály, N., Poór, J., Strázovská, H., Strázovska, G., Szabó, I., Szabó, K. & Vinogradov, Sz. In: Poór J. (2014) Employment - atypical employment in the Hungarian-Slovak border area - Komárno - Komárom and Párkány - Esztergom regions. Visegrad Fund. Research report, (In Hungarian) Gödöll?-Komárno, Selye János University, Komarno – Szent István University.
Armstrong, M., Taylor, S. (2014). Armstrong’s Handbook of Human Resource Management Practice. 13th edition. Kogan Page, London
Bakacsi, Gy. (2008). Research report on the richness and culture - cultural determinism of future-oriented competitiveness (GLOBE research) c. T044689 record number OTKA research. Budapest.
Boxall, P., Purcell, J. (2003). Strategy and Human Resource Management. New York: Palgrave Macmillan. Brewster, C. (1995). Towards a European model of human resource management. Journal of International Business Studies, 26, 1, 1-21.
Brewster, C. (1999). Strategic human resource management. The value of different paradigms. Management International Review, 39, 45–64.
Brewster, C. (2004). European perspectives on human resource management. Human Resource Management Review, 14, 365–382.
Brewster, C. (2007). A European perspective on HRM. European J. International Management, 1, 3, 239–259.
Brewster, C., Mayrhofer, W., Morley, M. (2004a). The concept of strategic European human resource management. In: Brewester, C.-Mayrhofer, W.-Morley, M. (Eds.): New Challenges for European Human Resource Management. Macmillan, London.Brewster, C. & Bennett, C. V. (2010). Perceptions of business cultures in Eastern Europe and their implications for international HRM. The International Journal of Human Resource Management, 21, 14, 2568–2588
Brewster, C., Morley, M. & Buciuniene, I. (2010). The reality of human resource management in Central and Eastern Europe. Baltic Journal of Management, 5, 145-155.
Brodbeck, F., Frese, M., Bakacsi Gy. et al. (2000). Cultural Variation of Leadership Prototypes Across 22 European Countries, Journal of Occupational and Organizational Psychology, 73, 1–29.
Csillag, S. (2014). Az emberier?forrás-menedzsment mint morális útveszt?. Etikai kérdések az emberier?forrás-menedzsment tevékenységben. BGF–Emberi Er?források Minisztériuma.
Croucher, R., Brookes, M., Wood, G. & Brewster, C. (2010). Context, strategy and financial participation. A comparative analysis. Human Relations, 63, 6, 835-855.
Dimitrova, D (2005). Looking Ahead. Trade Union Strategies for Decent Work. In: Dimitrova, D., Vilrokx, J. (eds) Trade Union Strategies in Central and Eastern Europe. Towards Decent Work. Budapest. International Labour Office.
Due, J., Madsen, J. S., Jansen, C. S. (1991). The social dimension. Convergence or diversification of IR in the single European market? Industrial Relations Journal, 2, 85-102.
Granell, E. (2000). Culture and globalization. A Latin American Challenge. Industrial and Commercial Training. Vol.32. No.3. pp. 89-94.
Guest, D. E. (1990). Human resource management and the American dream. Journal of Management Studies, Vol. 27, No. 4, pp.377–397.
Gupta, V., Hanges, P.J. & Dorfman, P. (2002). Cultural clusters. Methodology and findings. Journal of Word Business,37,1,11-15
Hall, P.A., Gingerich, D.W. (2004). Varieties of Capitalism and Institutional Complementarities in the Macroeconomy. An Empirical Analysis. MPIfG Discussion Paper 04,5, Cologne. Max-Planck-Institut für Gesellschaftsforschung.
Hall, P.A., Soskice, D. (2001). An Introduction to the Varieties of Capitalism. In P. Hall and D. Soskice (eds.), Varieties of Capitalism. The Institutional Basis of Competitive Advantage, Oxford. Oxford University Press.
Hancke, B., Rhodes, M. & Thatcher, M. (2007). Introduction’ In. Hancke, B., Rhodes, M., Thatcher, M. (Eds.) Beyond varieties of capitalism. Conflict, contradiction, and complementarities in the European economy. Oxford. Oxford University Press.
Harrison, L. E. (1985). Underdevelopment is a State of Mind. The Latin American Case. University Press of America.
Hickson, D., Himngs, C., McMillen, C. & Schnitter, J. (1974). Culture free context of organization structure. Sociology, 8, 59-80.
Hill, C (2015). International Business. New York. McGraw-Hill.
Hofstede, G. (1980). Culture’s consequences. International differences in work-related values. Sage Publications, Beverly Hills
Inglehart, R., Baker, W. E. (2000). Modernization, Cultural Change, and the Persistence of Traditional Values. American Sociological Review, 65, 19–51.
Kelley, L., Whatley, A., Worthley, R. & Chow, I. (1995). Congruence of national managerial values and organizational practices. A case for uniqueness of the Japanese. Advances in International Comparative Management, 10, 185-99.
Kerr, C. – Dunlop, J. – Harbinson, F., Myers, Ch. (1960). Industrialism and industrial man. Cambridge. Harvard University Press.
Koopman, P. L., Den Hartog, D. N., Konrad, E., Bakacsi, Gy. et al. (1999). National Culture and Leadership Profiles in Europe. Some Results from the GLOBE Study. European Journal of Work and Organizational Psychology, Special Issue on Organizational Culture, 8, 4, 503–520.
Kovács I. É. & Poór J. (2017). Quo vadis HRM? HR practices in CEE countries. (in Hungarian) In Farkas A., F. Orosz S.& Rudnák I. (Eds.) Branches of Sciences in Multicultural Context. Gödöll?: Szent István University Publishing House.
Lane, D. (2007). Post-State Socialism. A Diversity of Capitalisms? In. Lane, D.-,Myant. M. (eds). Varieties of Capitalism in Post-Communist Countries, London. Palgrave, 13-39.
Lazarova, M., Morley, M. & Tyson, S. (2008). Introduction-International comparative studies in HRM and performance – the Cranet data. The International Journal of Human Resource Management, 11, 1995–2003.
Landes, D. S. (1998). The Wealth and Poverty of Nations. Why Some Are So Rich and Some So Poor. London-New York. W.W. Norton & Company.
Legge, K. (2005). Human Resource Management: Rhetorics and realities. Basingstoke, Macmillan, UK
Mayrhofer, W. (1998). Between market, bureaucracy and clan. Coordination and control mechanisms in the Cranfield Network on European Human Resource Management (Cranet-E). Journal of Managerial Psychology, 3, 241- 258.
Mayrhofer, W., Morley, M. & Brewster, C. (2004). Convergence, Static, or Divergence? In: Brewster, C., Mayrhofer, W. ,Morley, M. (eds.). Human Resource Management in Europe. Evidence of Convergence? London. Elsevier.
Michailova, S., Heraty N., Morley M. (2009). Studying Human Resource Management in the International Context: The Case of Central And Eastern Europe. In: Morley,M.-Heraty,N.-Michailova, S. (Eds.): Managing Human Resources in Central and Eastern Europe, London: Routledge, pp.1-24.
Morley, M. J. & Collings, D. G. (2004). Contemporary debates and new directions in HRM in MNCs. International Journal of Manpower, 6, 487-499.
Morley, M., Heray, N., Michailova, S (eds.) (2009). Managing Human Resources in Central and Eastern Europe, London. Routledge.
Morley, M., Poór, J., Slavic, A., Berber, N. (2017). The Features of Industrial Relations in Central and Eastern Europe. Evidences based on Cranet research. (unpublished manuscript)
Mullins, L.J. (2005). The management and Organizational Behavior. Prentice Hall- Financial Times, Edinburgh.
North, D. C. (2005). Understanding the Process of Economic Change, Princeton. Princeton University Press.
Pearce, J. L. (1991). From socialism to capitalism; the effects of Hungarian human resources practices. Academy of Management Executive, 5, 4, 75–88.
Poutsma, E., Ligthart, P. E. M. & Veersma, U. (2006). The Diffusion of Calculative and Collaborative HRM Practices in European Firms. Industrial Relations, 45, 4, 513–546.
Psychogios, A. & Wood, G. (2010). Human Resource Management in Greece in Comparative Perspective. Alternative Institutionalist Perspectives and Empirical Realities. International Journal of Human Resource Management, 21, 14, 2614-2630.
Ronen, S., Shenkar, O. (1985). Clustering countries on attitudinal dimensions. A review and synthesis. Academy of Management Review, 10, 3, 435-454.
Scheuer, S. (2011). Union membership variation in Europe. A ten-country comparative analysis. European Journal of Industrial Relations, 17, 1, 57–72.
Smith, P.B., Dugan, S. & Trompenaars, F. (1996). National culture and the values of organizational employees. Journal of Cross-Cultural Psychology, 27, 231-264.
Sparrow, P., Schuler, R., Jackson, S. (1994). Convergence or divergence. Human resource practices and policies for competitive advantage worldwide. International Journal of Human Resource Management, 2. 267-299.
Svetlik, I., Barisic, A. F., Kohont, A., Petkovic, M., Aleksic Miric, A., Slavic, A. & Poor, J. (2010). Human Resource Management in the Countries of the former Yugoslavia. Review of International Comparative Management, 11, 807-833.
Trompenaars, F. & Hampden-Turner, C. (1997). Riding the Waves of Culture. Understanding Cultural Diversity in Business. Londan. Nicholas Brealey Publishing.
Ulrich, D. (1997). Human Resource Champions. The next agenda for adding value and delivering results. Harvard Business School Press, Boston.
Ulrich, D. & Brockbank, W. (2005). The HR value proposition. Boston: Harvard Business School Press, Massachusetts
Venegas,C.B., Thill,K. & Domnanovich, J. (2017). Strategic Competence in HRM: Evidence from Austria, Czech Republic, Hungary and Slovakia. Journal of Eastern European and Central Asian Research. 4 (2), 307–320.
Whitley, R. (1999). Divergent Capitalismus. The Social Structuring and Change of Business Systems. Oxford. Oxford University Press.
Wood, G.T., Croucher, C., Brewster, C., Collings, G.C. & Brooks, M. (2009). Varieties of Firm. Complementarity and bounded diversity. Journal of Economic Issues, 43, 1, 241-260.
Downloads
Published
How to Cite
Issue
Section
License
The JEECAR journal allows the author(s) to hold the copyright and publishing rights of their own manuscript without restrictions.
This journal applies the Creative Attribution Common License to works we publish, and allows reuse and remixing of its content, in accordance with a CC-BY 4.0 license.
Authors are free to: Share — copy and redistribute the material in any medium or format and Adapt — remix, transform, and build upon the material for any purpose, even commercially.
Under the following terms: Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
No additional restrictions — The author may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
The JEECAR Journal is committed to the editorial principles of all aspects of publication ethics and publication malpractice as assigned by the Committee on Public Ethics.