This paper addresses the question of how the Covid-19 pandemic has affected the labour market integration support (LMIS) organised for refugees in Austria and Sweden, and the potential consequences of the changes unfolding. LMIS for refugees is a complex phenomenon involving actors at different interwoven levels—the macro-national level, the meso-organisational level and the micro-individual level. However, the complexities and consequences of such processes for the labour market integration of refugees have so far received limited attention. The current Covid-19 pandemic actualises the need to gain a better understanding of how integration support is organised across the different levels and how the pandemic itself impacts such support. Thus, the article seeks to understand how the pandemic affects the LMIS organised for refugees in Austria and Sweden, two countries with a large refugee population and diverging responses to the pandemic. Based on 29 semi-structured interviews and three focus group workshops, the results highlight in particular three developments: (a) a further entrenching of broader, macro-national level developments related to integration support already underway prior to the pandemic; (b) further mainstreaming of activities; and (c) increased volatility of work. Overall, the pandemic has brought to the fore the interrelation of different levels in the organising of LMIS for refugees and has contributed to a stabilisation of already ongoing activities.
Purpose – The purpose of this paper is to analyse the question how context-specific diversity management (DM) is and whether it is transferable by organisations. Design/methodology/approach – The authors explore context specificity and transferability of DM with the example of an Austrian company in Bosnia and Herzegovina. Based on the relational framework for the transfer of DM practices the authors empirically examine differences between headquarters and subsidiaries. Findings – The empirical analysis reveals challenges for the transferability of DM and thus different approaches in the analysed company. The authors do not identify a significant transfer of DM practices. The findings are in line with the relational framework and suggest that headquarters must be treated separately from foreign subsidiaries, which theoretical models should take into account. Research limitations/implications – Future studies would benefit from a more holistic design not only based on the managements’ perceptions. A comparison with the situation in other companies in transition economies would further increase generalisability. Practical implications – The authors underscore the need for diversity as a strategic approach to management. Organisations benefit from considering context specificity and should be aware that DM practices in headquarters must not be transferable to subsidiaries. Although theoretical models are useful to identify diversity motives and strategies, their application in practice needs consideration of the context. Originality/value – The paper tackles the issue of context specificity and considers motives and strategies for DM. The case study sheds light on the link between headquarters’ diversity strategy and practice in a subsidiary and contributes to deficient research for transition economies.
Multinational companies coming to grips with the major challenges of international staffing have developed a new practice. In recent years management scholars observed the assignment of so-called 'expatriates of host-country origin' (EHCOs), that is, employees of migrant backgrounds in the companies' parent country sent to work in their country of origin. This paper explores management rationales behind this practice focusing on the posting of employees to transition economies in south eastern Europe. Data from Austrian banks and insurance firms operating in Bosnia and Herzegovina and in Croatia provide the empirical basis. The analysis reveals that headquarters' management believe that due to their specific competencies EHCOs facilitate the relationship between the headquarters and the subsidiary, enhance resource accrual and offer competitive advantage. As institutional complexity in the host country and the cultural distance between parent and host countries increase, so do the relative advantages of EHCOs for management.
The need to integrate refugees into the labour markets across the European Union has put public service organisations at the forefront of support provision, but little is known about their role and challenges. This study investigates how these organisations in Austria, Finland, Germany and Sweden organise labour market integration support measures for refugees and the challenges they face in doing so. Using a relational framework, we draw on the understanding that labour market integration occurs at the interplay between the institutional, organisational and individual level. Thematic analysis based on 23 interviews with representatives from public service organisations and their partners revealed challenges across different levels related to specificities of refugees, mental health issues, training and motivation of staff and public‐private cooperation. We show the interrelations of these levels and implications on public service organisations. We propose a holistic approach for labour market integration support, with the organisations at the centre.
Purpose The purpose of this paper is to contribute to knowledge about workplace diversity and equality in an under-researched country. Focusing on the south-eastern European transition economy of Bosnia and Herzegovina (BiH), it elaborates on the country’s legislation, public debate and previous research in the field. Design/methodology/approach The paper draws on a synopsis of the legislative framework, existing literature, public media and personal communications with human resource (HR) practitioners. Findings There is only limited research on diversity and equality in BiH. Ethnicity and gender are the most common grounds for discrimination. Although a solid body of legislation addressing anti-discrimination and equality issues exists, implementation is insufficient. The public debate tends to reinforce inter-ethnic conflicts and a negative atmosphere regarding sexual minority rights. Research limitations/implications Due to the general lack of research on diversity and equality in BiH, the findings presented in this paper only can serve as a first approximation of the topic. Further academic research on concrete business practices and perspectives of HR managers is needed. Practical implications Firms not only need to increase compliance with anti-discrimination law, but they should also focus more on the benefits a multi-ethnic society can offer. Originality/value This is the first paper in the management literature that provides comprehensive insight into workplace diversity and equality in BiH.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.