Different systems, different civil service, different HRM: a comparison of HRM approaches in Anglo-Saxon and Rechtsstaat systems

Breaugh, Jessica

doi:10.4337/9781789906622.00031

Cited by 1 publication

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“…We advocate further research into the embeddedness of agentic influences on organizational practice adoption in different types of organizations and institutions (Breaugh & Hammerschmid, 2021; Meyer & Hammerschmid, 2010; Paauwe & Farndale, 2017). In the current study, we explored variation by types of public‐sector organizations and did not find differences between fully public and hybrid organizations, which may be related to countervailing buffering and reinforcing mechanisms.…”

Section: Discussionmentioning

confidence: 99%

Imprinting and contested practices: The impact of public directors' private‐sector experience on temporary employment in Dutch public organizations

Wiersma

Lippényi

Wittek

2023

Public Administration Review

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This paper studies how organizational leaders' early private‐sector leadership experiences impact adopting a contested organizational practice, temporary employment, in public organizations. We employed unique organization/year‐level register panel data on the executive careers of the directors of Dutch public organizations and the prevalence of temporary employment in organizations they lead. Fixed‐effect regression analyses of 29,031 organization/year observations between 2006 and 2019 show greater use of temporary employment in public organizations when directors have early private‐sector executive experience. We found a similar impact of leaders' imprinted experiences in “fully” public and “hybrid” organizations that combine public and private sector elements. We discuss implications and suggestions for future studies on organizational leaders' role in contested practice adoption in the public sector.

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Section: Discussionmentioning

confidence: 99%