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The article analyzes the interaction between employee ownership, HRM policies and practices, and HRM outcomes in what was the world's biggest industrial worker cooperative for decades, and now defunct, Fagor Electrodomésticos. Using longitudinal internal data and detailed interviews with key stakeholders, this paper sheds light on how employee ownership conditioned HRM policies. HRM outcomes—such as job satisfaction and absenteeism—are also analyzed over a long period of time. Chronic nepotism when recruiting new members, failures in the training policy, impoverished and Taylorist working systems, and reverse dominance hierarchies are analyzed as factors that increased free riding and caused low satisfaction and the disengagement of working members. This case study contributes to the literature on HRM and worker cooperatives as it provides some insights that are rarely found in that literature. It also provides guidance to worker cooperatives about increasing the fit between employee ownership and HRM policies and outcomes.

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This study, within the discipline of International Human Resource Management, analyses the readiness of multinational enterprises to export their human resource management (HRM) system to their subsidiaries abroad, depending on the perceived quality of the system and the differences in the cultural contexts of the headquarters and subsidiaries. Using a qualitative exploratory study of 8 Basque firms and another quantitative study of a sample of 58 Spanish industrial multinationals, we conclude that the quality of the headquarters-based HRM system has a significant influence when it comes to deciding whether to export it to the subsidiary, whereas the difference in cultural contexts is not decisive when transferring the basic principles of the human resource system, although it is possibly decisive in the transfer of practices and subprocesses.

This work shows the importance of evaluating the efficiency of the human resource management system in the analysis of transfer/adaptation costs of human resources practices in multinational enterprises. In addition to the cost factors that have traditionally been considered, system cost and opportunity cost are examined. Concretely, I propose to estimate the latter in accordance with the quality of the human resources function and conclude that the optimum strategic option would depend on the effectiveness of the system as a source of competitive advantage.

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This work gathers an experience carried out during the academic years 2018-2019 and 2019-2020 in the Degree in Business Administration and Management in the Faculty of Economics and Business of the University of the Basque Country/Euskal Herriko Unibertsitatea (Gipuzkoa section). The main objective of the essay is to reinforce the involvement of students in the learning process and, secondly, to collect their perception of active methodologies for teaching-learning and thus be able to improve their application. To this end, we have used resources that employ the students' mobile phones, specifically the Socrative tool, to respond to online questionnaires, with the aim of reinforcing the motivation and participation of the students, and in the general context of the inverted classroom methodology.