Institutional legacies and HRM: similarities and differences in HRM practices in Portugal and Mozambique

Dibben, Pauline; Brewster, Chris; Brookes, Michael; Webster, Edward; Wood, Geoffrey

doi:10.1080/09585192.2016.1164225

Cited by 28 publications

(37 citation statements)

References 48 publications

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“…Results supported the theoretical prediction that leaders in Angola were confronted with relevant specific paradoxes that emerge in function of contingencies and institutional factors that may combine present and historical forces, as recent research in the case of a former Portuguese colony, Mozambique, indicates (Dibben et al, 2016). This suggests that a contingency theory of paradox will possibly contribute to a more granular view of paradox in organization and, more specifically, in HRM.…”

Section: Implications For Theory and Researchsupporting

confidence: 77%

Ambidextrous leadership, paradox and contingency: evidence from Angola

Cunha

Fortes

Gomes

et al. 2016

The International Journal of Human Resource Management

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Section: Implications For Theory and Researchsupporting

confidence: 77%

Ambidextrous leadership, paradox and contingency: evidence from Angola

Cunha

Fortes

Gomes

et al. 2016

The International Journal of Human Resource Management

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“…In other cases, critical and constructivist research was combined, where, for example, the researchers started their data collection in a constructivist manner, and they built their findings around their subjects' sense-making, while the analysis process seemed to be rather critical, for example, in Alberti and Danaj (2017) or Hadjisolomou et al (2017). Finally, the transition zone between the positivist and critical paradigm resulted a study featuring quantitative data collection with the help of a questionnaire in Portugal and in Mozambique, which ended up in postcolonial analysis (Dibben et al, 2017), which was a somewhat logical analytical frame in the given cultural contexts. All these articles were clearly identifiable with two paradigms, although they were not multi-paradigmatic research (Lewis and Grimes, 1999;Lewis and Kelemen, 2002), because in these cases, the researchers did not keep the two paradigmatic analyses separate, which is a distinctive feature of multiparadigm analysis.…”

Section: Research Beyond the Three Dominant Paradigmsmentioning

confidence: 99%

Positivist, constructivist and critical approaches to international human resource management and some future directions

Primecz

2020

German Journal of Human Resource Management

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International human resource management has become a mature discipline in the last 30 years. As a sub-discipline of social sciences, international human resource management is characterised by paradigmatic divisions. The aim of this review article is to map the presence of three dominant social science paradigms in the field. Four major journals which publish relevant studies of international human resource management have been analysed in order to give an overview of the paradigmatic state of play. After investigating 1649 articles, it is evident that positivist studies prevail, whereas constructivist works are in a minority. Critical approaches to international human resource management are largely absent in these journals. This paper presents examples of each type of research and explains the decisive characteristics of each paradigm. Finally, future directions are outlined: (1) more paradigm reflexivity is required, (2) non-mainstream (namely, constructivist and even critical) research is needed, and (3) new paradigmatic directions are recommended. Newly introduced paradigms or multiparadigm studies should be undertaken.

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“…Without a qualified workforce, it will be difficult for an organization to develop itself and compete with the times. One of the important factors in the national development framework is related to human resources (HR) [2]. An organization cannot run by itself without human resources; thus reliable and qualified human resources are needed to support the survival of an organization [1], [2].…”

Section: Introductionmentioning

confidence: 99%

“…An organization must get a decent and competent person in their field [2], [3], in the hope that the individual who has selected will be able to perform the job well under the job that has assigned.…”

Section: Introductionmentioning

confidence: 99%