Measuring competing explanations of human resource management practices through the Cranet survey: Cultural versus institutional explanations

Abstract

An open access repository of Middlesex University research http://eprints.mdx.ac.uk Brookes, Michael, Croucher, Richard, Fenton-O'Creevy, Mark and Gooderham, Paul (2011) Measuring competing explanations of human resource management practices through the Copyright and moral rights to this work are retained by the author and/or other copyright owners unless otherwise stated. The work is supplied on the understanding that any use for commercial gain is strictly forbidden. A copy may be downloaded for personal, non-commercial, research or study without prior permission and without charge.Works, including theses and research projects, may not be reproduced in any format or medium, or extensive quotations taken from them, or their content changed in any way, without first obtaining permission in writing from the copyright holder(s). They may not be sold or exploited commercially in any format or medium without the prior written permission of the copyright holder(s).Full bibliographic details must be given when referring to, or quoting from full items including the author's name, the title of the work, publication details where relevant (place, publisher, date), pagination, and for theses or dissertations the awarding institution, the degree type awarded, and the date of the award.If you believe that any material held in the repository infringes copyright law, please contact the Repository Team at Middlesex University via the following email address:eprints@mdx.ac.ukThe item will be removed from the repository while any claim is being investigated.See also repository copyright: re-use policy: http://eprints.mdx.ac.uk/policies.html#copy Previous research has been constrained by not having measures for both cultural and institutional distance. Employing data from 14 European countries our findings indicate that institutional, and more specifically, labour relations factors, have more explanatory power than cultural factors.

Linking HRM Practices and Institutional Setting to Collective Turnover: An Empirical Exploration

“…The national economies of different countries have a dissimilar legal context and different histories with respect to the relationship between employers and other relevant business stakeholders, such as shareholders and unions. We have seen that in most countries collective actors appeared that jointly defined a framework of complementary rules and habits to coordinate work relations and firm governance [25]. As such, this generally agreed upon way of collaboration and coordination may be a more important antecedent of management practices than factors like firm size, industry embeddedness or technology.…”

“…Research focusing on institutional determinants of managerial and organizational practices is comprehensive [10] and although there are different perspectives, they share the assumption that institutional factors structure and limit actions and interactions of managers and employees [10,25]. The national economies of different countries have a dissimilar legal context and different histories with respect to the relationship between employers and other relevant business stakeholders, such as shareholders and unions.…”

“…There is a growing awareness that varieties in the capitalism perspective influence the effectiveness of HRM practices [13,25,26]. These varieties describe the institutional environment of various national economies [27].…”

“…Thus, countries should be treated individually. Furthermore, the use of HRM practices was shown to vary significantly across the countries [9,25,26]. Remunerative HRM practices are more popular in USA, while the developmental approach is more common in Europe [25].…”

Is there Something as an Ex-Yugoslavian HRM Model? – Sticking to the Socialist Heritage or Converging With Neoliberal Practices

“…More to it, according to Brookes et al (2011) different institutional factors have more explanatory power than cultural factors. Slavić et al (2012) add that countries from a relatively homogenous region may have similar HRM practices, but the existing differences in their external and internal HRM context may predict significant divergences, too.…”