Chief human resources officers on top management teams: an empirical analysis of contingency, institutional, and homophily antecedents

Abt, Magdalena; Knyphausen‐Aufseß, Dodo zu

doi:10.1007/s40685-016-0039-2

Cited by 12 publications

(10 citation statements)

References 116 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Contingency theory helps researchers to understand the contingency factors that can influence L&D roles in organisations and it has been widely adopted in the HRM literatures to understand influence of contextual factors (Abt and zu Knyphausen-Aufseß, 2017), the dynamics of HRM roles (Caldwell, 2003; Farndale et al , 2010) in organisations and the antecedent of effectiveness of HR. Kast and Rosenzweig (1973) proposed that:…”

Section: Theoretical and Empirical Background To Researchmentioning

confidence: 99%

L&D professionals in organisations: much ambition, unfilled promise

Garavan

Heneghan²,

O’Brien

et al. 2019

EJTD

View full text Add to dashboard Cite

Purpose This monograph reports on the strategic and operational roles of learning and development (L&D) professionals in Irish, UK European and US organisations including multinational corporations, small to medium enterprises, the public sector and not for profit organisations. This paper aims to investigate the contextual factors influencing L&D roles in organisations, the strategic and operational roles that L&D professionals play in organisations, the competencies and career trajectories of L&D professionals, the perceptions of multiple internal stakeholders of the effectiveness of L&D roles and the relationships between context, L&D roles, competencies/expertise and perceived organisational effectiveness. Design/methodology/approach The study findings are based on the use of multiple methods. The authors gathered data from executives, senior managers, line managers, employee and L&D professionals using multiple methods: a survey (n = 440), Delphi study (n = 125) and semi-structured interviews (n = 30). Findings The analysis revealed that L&D professionals increasingly respond to a multiplicity of external and internal contextual influences and internal stakeholders perceived the effectiveness of L&D professionals differently with significant gaps in perceptions of what L&D contributes to organisational effectiveness. L&D professionals perform both strategic and operational roles in organisations and they progress through four career levels. Each L&D role and career level requires a distinct and unique set of foundational competencies and L&D expertise. The authors found that different contextual predictors were important in explaining the perceived effectiveness of L&D roles and the importance attached to different foundational competencies and areas of L&D expertise. Originality/value This is one of the few studies to have investigated the L&D professional role in organisations from the perspective of multiple stakeholders using multiple research methods.

show abstract

Section: Theoretical and Empirical Background To Researchmentioning

confidence: 99%

L&D professionals in organisations: much ambition, unfilled promise

Garavan

Heneghan²,

O’Brien

et al. 2019

EJTD

View full text Add to dashboard Cite

show abstract

“…Previous researchers have investigated the influence of factors such as age, gender, race, education, ethnicity and values on the forms and/or structures of social network relationships (Abt and Knyphausen-Aufseß, 2017; Badar et al , 2016; Badar et al , 2013; Barnes et al , 2017; Gallivan and Ahuja, 2015; McPherson et al , 2001). The present study found that homophily collaborations (between female and female or male and male authors) occurred less frequently than heterophilic collaborations (between male and female authors) (Badar et al , 2016).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Gender disparities and positioning in collaborative hospitality and tourism research

Köseoğlu

King

Rahimi

2019

IJCHM

View full text Add to dashboard Cite

Purpose This paper aims to explore gender disparities in the production of tourism knowledge with particular reference to academic journals. Design/methodology/approach Authorship and co-authorship analyses were conducted of data extracted from articles and research notes published between 1965 and 2016 in 25 hospitality and tourism journals. Findings Gender imbalances are evident in the production of knowledge, though the disparities appear to be decreasing. While heterophilic research collaborations (those between men and women) show some evidence of higher productivity, homophilic collaborations (between males) have greater impact. The findings highlight gender imbalances in international collaborations, in SSCI listed journals, in first authoring and by country. There is evidence of higher collaborative levels among male authors and the differences have increased over time. The positioning of men and women within tourism scholarly networks shows no marked differences. Practical implications This data-driven analysis provides decision makers and policymakers with evidence to support well-targeted programs that advance female contributions in hospitality and tourism research collaborations. For example, senior academics and University administrators might offer support for female researchers to become more actively involved in hospitality and tourism research groups and projects. Universities or schools might also seek to encourage collaborations between male and female researchers in their performance indicators. Originality/value This study is one of the first to examine gender disparities and positioning in collaborative hospitality and tourism research.

show abstract

“…Furthermore, the CHRO role is even sometimes considered a stepping stone towards the Chief Executive Officer (CEO) position (Poba-Nzaou et al 2020). Despite these developments and even though human capital remains a top challenge for most firms, research offers few insights into the strategic role of CHROs (Abt and Knyphausen-Aufseß 2017;Poba-Nzaou et al 2020).…”

Section: Introductionmentioning

confidence: 99%

CHRO firm dinosaur versus CHRO role gorilla: the effect of CHRO company and role tenure on firms’ social performance

et al. 2021

View full text Add to dashboard Cite

Academics and practitioners emphasize the rising importance of Chief Human Resource Officers (CHROs). CHROs act as heads of staff—they motivate the personnel and offer guidance. This study helps clarify the impact of increasingly relevant CHROs and reveals how their company and role tenure influence firms’ social performance. Drawing on a multisource longitudinal dataset of S&P 500 firms, we empirically validate our hypotheses. The sample contains 283 companies with 1944 firm-year observations from 2005 to 2017 and combines manually collected top management team data with data from Thomson Reuters Datastream. Our results show that there is a negative relation between CHROs with long company tenure and firms’ social performance, whereas CHROs with long role tenure positively relate to firms’ social performance. We also investigate the moderating role of CEO prior experience (i.e., HR experience, education, company and role experience) on the effect of CHRO company and role tenure on firms’ social performance. Surprisingly, CEO prior experience negatively moderates the relationship between CHRO role tenure and firms’ social performance. Overall, this article offers novel implications for the CHRO role and uncovers a distinction between two types of CHROs: CHRO firm dinosaurs versus CHRO role gorillas.

show abstract

Chief human resources officers on top management teams: an empirical analysis of contingency, institutional, and homophily antecedents

Cited by 12 publications

References 116 publications

L&D professionals in organisations: much ambition, unfilled promise

L&D professionals in organisations: much ambition, unfilled promise

Gender disparities and positioning in collaborative hospitality and tourism research

CHRO firm dinosaur versus CHRO role gorilla: the effect of CHRO company and role tenure on firms’ social performance

Contact Info

Product

Resources

About