Strategic use of Temporary Employment Contracts as Real Options

Brady, Malcolm; Briody, Anthony

doi:10.1177/030630701704200204

Cited by 8 publications

(14 citation statements)

References 93 publications

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“…Flexibility and uncertainty are important in the context of a firm's decision making and performance (Brady & Briody, 2016). When uncertainty is high, flexibility is central (Trigeorgis & Reuer, 2017).…”

Section: Discussionmentioning

confidence: 99%

“…Strategic flexibility has been found to be important in economic turbulence and uncertainty (Ketkar & Sett, ; Trigeorgis & Reuer, ), in particular strategic HR flexibility (Beltrán‐Martín & Roca‐Puig, ; Brady & Briody, ; Camps, Oltra, Aldás‐Manzano, Buenaventura‐Vera, & Torres‐Carballo, ; Lepak, Bartol, & Erhardt, ). HR flexibility has been significantly attributed to improving organisational financial performance (Bhattacharya, Doty, & Garavan, ) and is defined from a perspective of employee skill and behavioural flexibility.…”

Section: Theory Buildingmentioning

confidence: 99%

“…For example, real option theory thinking, as a conceptual framework in strategic management, has been applied across numerous areas, such as entrepreneurship (Lee, Peng, & Barney, ), foreign direct investment (Kogut & Kulatilaka, ), research and joint ventures, and M&As (Lukas, Reuer, & Welling, ). More recently, real option theory has begun to be applied in studies associated with HR, for example, to justify investment in performance management (Maley & Kramar, ), employee skill flexibility (Bhattacharya et al, ), employee capability investment variability (Bhattacharya et al, ), temporary work contracts (Brady & Briody, ), the evaluation of the cost of redundancy (Perufo, Ozório, Bastian‐Pinto, & De Barros, ), and analysis of the best types of training in stable environments (Heckman, Lochner, & Todd, ).…”

Section: Theory Buildingmentioning

confidence: 99%

“…Although the RBV rationale validates expenditures in employee development because it determines that it will deliver positive returns on investment in terms of capability development (Barney, 2001), underinvestment in capabilities results in a narrowing of their focus (McGraw, 2014), and over time due to a number of factors capabilities weaken (Chatrakul Na Ayudhya, Prouska, & Beauregard, 2017;Maley, Kowalkowski, Brege, & Biggemann, 2015; McCarthy & Sheehan 2014). Clearly, when there is underinvestment in capabilities, they are unlikely to be continuously advanced or supported (Khan et al, 2015;McCarthy & Sheehan, 2014); routine employee training is reduced (Lee et al, 2003); in particular, leadership training is decreased (Bhattacharya et al, 2014); and temporary staff are hired and rarely receive any type of development (Brady & Briody, 2016;Sharma et al, 2017). In turn, a weakening of capabilities adversely impacts employee effectiveness (Sheehan, 2014) and survival (Mohrman & Worley, 2009).…”

Section: Learning Capabilitiesmentioning

confidence: 99%

“…In times of austerity, organisations are very cautious and naturally guarded about actions such as employee investment and hiring (Bloom, 2014;Brady & Briody, 2016;Cascio, 2014;Sheehan, 2014)-and, in particular, investment in employee capabilities (McCarthy & Sheehan, 2014). Conceivably, capability development may be seen as a discretionary activity and not of direct or immediate importance.…”

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confidence: 99%

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Preserving employee capabilities in economic turbulence

Maley

2018

Human Res Mgmt Journal

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This paper examines how, in times of austerity, employee capabilities can assist firms in augmenting their human capital and at the same time meeting their financial obligations. Real option theory, a concept borrowed from economics, is used to provide a theoretical framework to demonstrate that management has choices when making decisions in times of austerity. The framework provides a means of understanding how decisions can be made to both maintain employee capabilities and at the same time focus on company profit maximisation, typically demanded by shareholders in times of austerity. The study establishes the benefits of a continuous approach to capability development in an environment of economic turbulence. Most importantly, it paves the way for future research in this increasingly critical area.

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Section: Discussionmentioning

confidence: 99%

Section: Theory Buildingmentioning

confidence: 99%

Section: Theory Buildingmentioning

confidence: 99%

Section: Learning Capabilitiesmentioning

confidence: 99%

mentioning

confidence: 99%

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Preserving employee capabilities in economic turbulence

Maley

2018

Human Res Mgmt Journal

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Academic Casualization, Precarity, and Information Practices: A Scoping Review

Willson

Stewart-Robertson

Julien

et al. 2022

Proceedings of the Association for Information Science and Tech

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In the first phase of a larger research project exploring the information practices of contract academic staff, a review of the wider literature around academic casualization was conducted. This research begins to address the need for greater understanding of the experiences of these workers in the information‐intensive environments of higher education. A scoping review methodology was applied, and both academic and grey literature from multiple disciplines was reviewed. The literature points to casualization in academia as a growing phenomenon that has important consequences for staff, students, and universities themselves. This poster discusses the initial themes emerging from the literature, including: the precarity and marginalization of academic staff, the unrecognized emotional labor shaping information practices, and the impacts of multiple temporalities on the work, careers, and lives of such staff. The findings suggest the need for empirical research to address the lack of knowledge around the information environments of contract academics and set the stage for the next phases of the research project.

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