How do social enterprises recruit workers? The case of social enterprises in Thailand

Napathorn, Chaturong

doi:10.1108/jabs-02-2017-0019

Cited by 8 publications

(6 citation statements)

References 59 publications

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“…In this regard, MNCs from emerging economies may have to develop talent management practices at the subsidiary level that will help them address the challenges of both skill shortages and weak employer branding (based on LOR). For instance, it is possible that MNCs from emerging economies may implement talent attraction practices such as the use of substream or alternative recruitment channels or a focus on job candidates who are not members of primary talent pools (Napathorn, 2018b). By contrast, MNCs from developed economies may develop talent management practices at the subsidiary level to help them overcome only the challenge of skill shortages.…”

Section: Theory and Frameworkmentioning

confidence: 99%

“…By contrast, MNCs from developed economies may develop talent management practices at the subsidiary level to help them overcome only the challenge of skill shortages. For instance, it is possible that MNCs from developed economies may implement typical talent attraction practices found in the HR literature such as the use of various recruitment channels to attract qualified candidates and a focus on job candidates who are members of primary talent pools (Napathorn, 2018a, 2018b).…”

Section: Theory and Frameworkmentioning

confidence: 99%

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How do MNCs translate corporate talent management strategies into their subsidiaries? Evidence from MNCs in Thailand

Napathorn

2020

RIBS

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Purpose This paper aims to contribute to the literature on global talent management by examining how multinational corporations (MNCs) from developed and emerging economies manage talented employees in other emerging economies. Specifically, it aims to understand why MNCs from developed economies are likely to face lower levels of challenge than MNCs from emerging economies when translating corporate-level talent management strategies to their subsidiaries located in emerging economies and how local contextual factors influence the translation processes. Design/methodology/approach This paper undertakes a matched-case comparison of two MNCs, one from a developed economy and the other from an emerging economy, that operate in the emerging economy of Thailand. Evidence was obtained from semi-structured interviews field visits and a review of archival documents and Web resources. Findings Based on the obtained evidence, this paper proposes that MNCs from developed economies tend to face challenges in terms of skill shortages, and these challenges affect their translation of talent management strategies to the subsidiary level. By contrast, MNCs from emerging economies tend to face challenges in terms of both skill shortages and the liability of origin (LOR) (i.e. weak employer branding) in the translation process. Both groups of MNCs are likely to develop talent management practices at the subsidiary level to address the challenge of successfully competing in the context of emerging economies. Research limitations/implications One limitation of this research is its methodology. Because this research is based on a matched-case comparison of an MNC from a developed economy and an MNC from an emerging economy, both of which operate in the emerging economy of Thailand, it does not claim generalizability to all MNCs and to other emerging economies. Rather, the results of this research should lead to further discussion of how MNCs from developed and emerging economies translate corporate-level talent management strategies into subsidiary-level practices to survive in other emerging economies. However, one important issue here is that there may be a tension between the use of expatriates and local top managers at MNCs’ subsidiaries located in other emerging economies as drivers for knowledge sourcing in that the importance of expatriates may diminish over time as the subsidiaries located in those economies age (Dahms, 2019). In this regard, future research in the area of global talent management should pay special attention to this issue. The other important issue here is that it is possible that the two case study MNCs are very different from one another because of their organizational development stage, history and current globalization stage. Thus, this issue may also influence the types of talent management strategies and practices that the two case study MNCs have developed in different countries. In particular, MNCs from emerging economies (ICBC) may not have developed their global HR strategies, as they have not yet operated globally as in the case of MNCs from developed economies (Citibank). This can be another important issue for future research. Additionally, both MNCs examined in this research operate in the banking industry. This study, therefore, omits MNCs that operate in other industries such as the automobile industry and the hotel and resort industry. Future researchers can explore how both groups of MNCs in other industries translate their talent management strategies into practices when they operate in other emerging economies. Moreover, this study focuses only on two primary contextual factors, the skill-shortage problem and LOR; future research can explore other local contextual factors, such as the national culture, and their impact on the translation of talent management strategies into practices. Furthermore, quantitative studies that use large sample sizes of both groups of MNCs across industries might be useful in deepening our understanding of talent management. Finally, a comparison of talent management strategies and practices between Japanese MNCs and European MNCs that operate in Thailand would also be interesting. Practical implications The HR professionals and managers of MNCs that operate in emerging economies or of companies that aim to internationalize their business to emerging economies must pay attention to local institutional structures, including national skill formation systems, to successfully implement talent management practices in emerging economies. Additionally, in the case of MNCs from emerging economies, HR professionals and managers must understand the concept of LOR and look for ways to alleviate this problem to ensure the success of talent management in both developed economies and other emerging economies. Social implications This paper provides policy implications for the government in Thailand and in other emerging economies where the skill-shortage problem is particularly severe. Specifically, these governments should pay attention to solving the problem of occupation-level skill shortages to alleviate the severe competition for talented candidates among firms in the labor market. Originality/value This paper contributes to the prior literature on talent management in several ways. First, this paper is among the first empirical, qualitative papers that aim to extend the literature on global talent management by focusing on how MNCs from different groups of countries (i.e. developed economies and emerging economies) manage talented employees in the emerging economy of Thailand. Second, this paper demonstrates that the institutional structures of emerging economies play an important role in shaping the talent management practices adopted by the subsidiaries of MNCs that operate in these countries. In this regard, comparative institutionalism theory helps explain the importance of recognizing institutional structures in emerging economies for the purpose of developing effective talent management practices. Finally, there is scarce research on talent management in the underresearched country of Thailand. This study should, therefore, assist managers who wish to implement corporate-to-subsidiary translation strategies in Thailand and other emerging economies.

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Section: Theory and Frameworkmentioning

confidence: 99%

Section: Theory and Frameworkmentioning

confidence: 99%

How do MNCs translate corporate talent management strategies into their subsidiaries? Evidence from MNCs in Thailand

Napathorn

2020

RIBS

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“…Although other types of firms (e.g. publicly owned Thai corporations and multinational corporations [MNCs]) may also use this type of recruitment channel, based on prior literature (Napathorn, 2018a(Napathorn, , 2018b, they are more likely to implement more professional HR practices or so-called high-performance HR practices (i.e. selective recruitment); thus, they tend to recruit qualified candidates by using mainstream recruitment channels instead of alternative or substream recruitment channels, such as web-based recruitment (e-recruiting), newspaper advertisements, campus recruitment and recruitment agencies (Napathorn, 2018a).…”

Section: Discussionmentioning

confidence: 99%

“…publicly owned Thai corporations and multinational corporations [MNCs]) may also use this type of recruitment channel, based on prior literature (Napathorn, 2018a(Napathorn, , 2018b, they are more likely to implement more professional HR practices or so-called high-performance HR practices (i.e. selective recruitment); thus, they tend to recruit qualified candidates by using mainstream recruitment channels instead of alternative or substream recruitment channels, such as web-based recruitment (e-recruiting), newspaper advertisements, campus recruitment and recruitment agencies (Napathorn, 2018a). These recruitment channels help publicly owned Thai corporations and MNCs from different countries reach a larger number of job candidates from all over the world for each position; thus, they have a greater chance of recruiting candidates who fit the requirements of the positions for which they are applying.…”

Section: Discussionmentioning

confidence: 99%

Managing employees in Thai family firms: the mutuality perspective

Napathorn

2022

MRR

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Purpose This paper aims to adopt the mutuality perspective from the field of human resource management (HRM) to examine family firms, specifically human resource (HR) practices that are likely to be found in Thai family firms. Design/methodology/approach The cross-case analysis of three successful unreformed or authoritarian family firms in Thailand draws on semistructured interviews with top managers and/or HR managers as well as the employees of each family firm, field visits to each firm and a review of archival documents and Web-based resources. Findings This paper proposes that the recruitment of employees via alternative or substream recruitment channels (especially the recruitment of current employees’ relatives or family members), paternalistic employee relations practices and the management of aging employees, specifically with regard to the absence of retirement age, the facilitation of financial planning, reduced workload, the appointment of mentors/advisors and the encouragement of aging employees to transfer knowledge to younger generations tend to be found across Thai family firms, especially the unreformed or authoritarian type. These HR practices are implemented across family firms because they help to manage high levels of debt that have accumulated over many years so that employees attain financial literacy before retirement and to foster and maintain positive relationships between managers and employees across firms. These positive relationships thus foster the retention of capable and loyal, aging employees who have been developed within the firm and who have worked with the firm for a long time (so-called Look-Mor), leading to the maintenance of tacit knowledge and experience within firms and the alleviation of the problem of labor shortage. Theoretically, this paper proposes that a family-like corporate culture typically found in family firms serves as the antecedent to the adoption and implementation of those HR practices (so-called culture determinism). In particular, the fit between corporate culture and HR practices is likely to foster the strong commitment among employees to firms and the feelings of job security among these employees (so-called commitment match in the mutuality of the employment relationship). Research limitations/implications An important limitation of this study concerns its methodology. Because this study is based on the case studies of only three unreformed or authoritarian family firms located in Thailand, the findings in this paper only propose substream or alternative HR practices that are likely to be found across Thai family firms; therefore, generalization to all other types of family firms and all other family firms across countries is not possible. Examining whether the HR practices proposed in this paper are uniquely found across family firms should be the subject of future research. Another limitation of this study is that it does not include firms located in other industries, such as the health-care industry and the hotel and restaurant industry. Future research could explore the HR practices implemented by family firms in these industries. Moreover, quantitative studies using large samples of family firms across industries might be useful in deepening the understanding of the HR practices implemented in family firms from the mutuality perspective on HRM. Practical implications This paper has practical implications for top managers and/or HR managers across firms not only in Thailand but also in other countries. First, top managers and/or HR managers across family firms, especially those of the unreformed or authoritarian type, should implement the HR practices proposed in this paper that are aligned well with a family-like corporate culture found in family firms to foster the strong commitment among employees to firms and the feeling of job security among these employees. Second, other types of firms (e.g. publicly owned corporations and multinational corporations) that do not have a family-like corporate culture may have to adapt some of these HR practices to their corporate culture and workplace atmosphere within their firms. Third, to manage and retain high-quality aging employees within firms, top managers and HR managers across various types of firms should implement some of the HR practices for managing aging employees proposed in this paper so that the firms can retain invaluable aging employees over time. Social implications This paper provides social/policy implications for the government and/or relevant public agencies of Thailand and of several other emerging market economies. These governments should encourage the firms located in their countries to implement some of the HR practices proposed in this paper to maintain and support knowledgeable and skillful aging employees in their firms. Originality/value This paper contributes to the two main bodies of literature on HRM and family business in the following ways. First, most previous studies on HRM have focused on the mainstream HR practices used in large firms while neglecting the alternative or substream HR practices used in family firms. Additionally, relatively little research has specifically examined the mutuality perspective with regard to HRM. Thus, this paper extends the literature on HRM and family business settings regarding HR practices that are likely to be found across Thai family firms, corporate culture as an antecedent of the adoption and implementation of those HR practices, and the fit between corporate culture and HR practices with respect to mutuality in the employment relationship. Moreover, the literature on HRM has typically overlooked the underresearched country of Thailand; most studies in this area have primarily focused on developed countries or other emerging market economies, including China and India. The findings of this paper provide an in-depth analysis of HR practices that are likely to be found in family firms located in the emerging market economy of Thailand according to the mutuality perspective with regard to HRM.

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“…En las entidades de Economía Social la formulación de cada valor se hace con la intención de conseguir un objetivo para la propia organización y personas que la componen (Napathorn, 2018). De forma que los valores definen unos objetivos concretos, los cuales se verían favorecidos por diferentes prácticas de GRRHH.…”

Section: Figura 1 Proposición Principal De Investigaciónunclassified

Valores de la Economía Social: Gestión de Recursos Humanos y Sostenibilidad

Roldán

Cabrales

2021

Ciriec-España

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El propósito de este estudio es analizar la relación positiva entre las entidades de economía social y su sostenibilidad. Pretendemos determinar si los principios y valores organizativos que marcan la creación o fundación de este tipo de entidades son los que las hacen más sostenibles, o si más bien esta relación se rige por las diferentes Prácticas de Gestión de Recursos Humanos (HRMp) que lleva a cabo cada entidad social. En primer lugar, hemos realizado un examen de la literatura para contextualizar el marco actual de la economía social, determinando sus principios y valores organizativos más significativos, así como su repercusión en el diseño de las HRMp. A continuación, analizamos una muestra de las entidades sociales españolas más representativas, de las que destacamos los tres valores más presentes en ellas: compromiso, responsabilidad y respeto. El análisis sugiere que estos tres valores organizativos son importantes para la planificación e implementación de determinadas HRMp, tales como: selección, formación y desarrollo y gestión de la diversidad. El presente trabajo concluye con la propuesta de un modelo teórico y algunas propuestas entre las variables consideradas.

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How do social enterprises recruit workers? The case of social enterprises in Thailand

Cited by 8 publications

References 59 publications

How do MNCs translate corporate talent management strategies into their subsidiaries? Evidence from MNCs in Thailand

How do MNCs translate corporate talent management strategies into their subsidiaries? Evidence from MNCs in Thailand

Managing employees in Thai family firms: the mutuality perspective

Valores de la Economía Social: Gestión de Recursos Humanos y Sostenibilidad

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