Collective and individual voice: convergence in Europe?

Brewster, Chris; Croucher, Richard; Wood, Geoffrey; Brookes, Michael

doi:10.1080/09585190701393582

Cited by 100 publications

(109 citation statements)

References 35 publications

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“…This led to the emergence of a body of comparative HRM work, including significant numbers of articles published in IJHRM. In a 2007 study, Brewster, Croucher, Wood and Brookes (2007) found that CMEs were indeed associated with a much higher incidence of collective and representative voice mechanisms; rather more surprisingly, they also found that individual and direct voice mechanisms were stronger in such economies. In other words, even individual and direct voice mechanisms were less common in LMEs than CMEs.…”

Section: The Development Of Comparative Hrmmentioning

confidence: 99%

“…In other words, even individual and direct voice mechanisms were less common in LMEs than CMEs. What this would suggest is that, if unions are weaker, firms will be less likely to face pressures to improvise solutions to take account of employee concerns and suggestions; again, as in many CME firms, the two broad different types of voice might coexist, without individual and direct voice undermining collective and representative voice mechanisms (Brewster, Wood, Croucher and Brookes 2007). Again, in looking at contingent reward systems and a range of other calculative (i.e.…”

Section: The Development Of Comparative Hrmmentioning

confidence: 99%

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What do we know about cross-country comparative studies in HRM? A critical review of literature in the period of 2000-2014

Cooke

Veen

Wood

2016

The International Journal of Human Resource Management

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Significant progress has been made in the research on variations in human resource management (HRM) across national boundaries, in both the quantity of studies and theoretical advancements since the mid-1980s. The aim of this paper is to provide a systematic review of existing literature on cross-country comparative studies of HRM as an important strand of the international HRM field in order to shed new light on dominant key concerns and themes, and emerging syntheses. More specifically, we conducted a systematic review of cross-country comparative HRM studies published in academic journals in the English language in the 15-year period of 2000-2014. Our paper charted the development of cross-country comparative studies of HRM as a sub-field of HRM research. Our analysis of 125 articles from 30 business and management journals shows the countries/regions that have been studied, topics, and research methods used. We also highlight a number of research avenues for further study in this field. Although there are a number of distinct strands to the literature, our study concludes that there is an emerging common ground in underlying concerns and theoretical assumptions both within the field, and with other areas of management inquiry.

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Section: The Development Of Comparative Hrmmentioning

confidence: 99%

Section: The Development Of Comparative Hrmmentioning

confidence: 99%

What do we know about cross-country comparative studies in HRM? A critical review of literature in the period of 2000-2014

Cooke

Veen

Wood

2016

The International Journal of Human Resource Management

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“…Secondly, the study highlights the extent to which long historical legacies -and disadvantages -both within and across national institutional contexts may be difficult to overcome, with the viability of both strategic approaches to HRM and HPWS being closely dependent on circumstances (c.f. Brewster et al, 2007). This does not mean that there remains considerable room for innovation at firm level, or the possibility for fresh strategic initiatives, but rather that the range of choices and likely outcomes will be constrained or enabled by circumstances.…”

Section: Resultsmentioning

confidence: 99%

“…Hence, not only will formal and informal rules encourage firms to adopt specific sets of HR practices, but also in some contexts high value added HR paradigms will work much better than in others (ibid. ; Brewster et al 2007). In other words, the choice, viability and sustainability of specific HR paradigms and associated work systems is closely bound up with contextual circumstances.…”

Section: Hrm and Organisational Performance (Op)mentioning

confidence: 99%

Can HRM alleviate the negative effects of the resource curse on firms? Evidence from Brunei

Darwish

Mohamed

Wood

et al. 2017

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Purpose: The resource curse literature suggests that firms operating in non-oil and gas industries in petrostates face considerable challenges in securing competitiveness and sustaining themselves. Based on a firm level survey within a micro-petrostate, Brunei, this study explores the relationship between specific HR policies and practices and organisational performance, analysing, comparing and contrasting oil and gas with non-oil and gas sectors, and draws out the comparative lessons for understanding the potential and performance consequences of HR interventions in resource centred national economies.Design/methodology/approach: Data for this study was generated from a primary survey administered amongst the HR Directors in companies operating in all sectors in Brunei. A statistically representative sample size of 214 was selected. Findings:We confirmed that firms in the oil and gas sector indeed performed better than other sectors. However, we found that the negative effects associated with operating outside of oil and gas could be mitigated through strategic choices: the strategic involvement of HR directors in the affairs of the company reduced employee turnover and added positively to financial returns across sectors. Practical implications:Developing and enhancing the role of people management is still very much easier than bringing about structural institutional reforms: the study confirms that at least part of the solution to contextual difficulties lies within, and that the firm level consequences of the resource curse can be ameliorated through strategic choice. Originality/value:The nature of the present investigation is one of few studies conducted in South East Asia in general and in the context of Brunei in particular. It also contributes to our understanding whether HR interventions can ameliorate the challenges of operating in a nonresource sector in a resource rich country.

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“…In such voice behaviour the union is considered as a platform formed by similar group of employees to collectively challenge the management for their rights or issues related to work place Millward et al 2000). In literature different terminologies have been used for union such as collective bargain and collective employee voice [5][6][7][8].…”

Section: Introductionmentioning

confidence: 99%