The ambiguities and tensions in creating and capturing value: Views from HRM consultants in a leading consultancy firm

ChineseMNCs’ Preparation for Host‐Country Labor Relations: An Exploration of Country‐of‐Origin Effect

“…The study was conducted through a multimethod and multisource approach by: (1) acquiring data from interviews with managers from both headquarters and subsidiaries and from secondary sources such as documents provided by case firms and media publications and (2) using multiple respondents (similar to Donnelly, ; Farndale et al, ). Whenever possible, the field study involved managers at various levels within case firms and from a range of functional departments such as strategic planning or human resources.…”

“…For each case firm, a set of questions were covered, including company background, the formulation of the firm's foreign direct investment (FDI) decision, selection of investment location, concern over and preparations (in terms of policy, staffing, and information scanning) made for overseas labor relations issues, strategies and structures of HRM function in case firms at both levels of headquarters and subsidiaries, and interviewees’ perceptions of overseas trade unions. For each interview, the line of questioning and the focus of questions varied according to the status of interviewees (Donnelly, ). For example, in a case firm with access to multiple interviewees, the interview with an HR manager focused more on probing HRM strategies, structure, information, and staff preparation for labor relations, while an interview with a manager from the strategic planning department was focused on questions related to investment location decisions.…”

Being appropriately professional: the interaction between professionalism,ICTand knowledge transfer

“…The negotiation of what constitutes knowledge—what is known to the community—and who engages in the surrounding processes is integral to the system of professions and influence of professionals (Abbott, ; Scott, ). Professionals are said to withhold sharing what they know because of concerns around the loss of their intellectual capital (Addicott et al ., ; Donnelly, ), with professional norms influencing this behaviour (Haas and Park, ). Yet, evidently, professional knowledge is not static: drawing on their expertise and social capital, professionals introduce new actors and new knowledge; and this shifts the boundaries of the profession and recreates what constitutes valuable knowledge (Suddaby and Viale, ).…”

Trendsetters of HRM: a systematic review of how professional service firms manage people

“…Although these studies did not provide direct evidence on the content of HRM in PSF, we examined how HRM practices were conceptualized and measured, which was also useful for further systematization. Another type of papers that we did not directly use in our analysis was studies that focused on employee behavior rather than HRM (Segal-Horn and Dean, 2007; Donnelly, 2011a, b; Kinnie and Swart, 2012; Frey et al , 2013; Sparrow et al , 2013; Bevort and Poulfelt, 2015; George, 2015; Powell and Ambrosini, 2017). These articles only briefly discussed the content of HRM practices but were useful for creating more holistic picture of the subject of this study.…”

“…et al (2010),Jørgensen and Becker (2015) and individual-centricHunter et al (2002),Boussebaa (2009),Donnelly (2011aDonnelly ( , b), K€ uhn et al (2016,Alvehus (2018) Strong emphasis on autonomy and flexibility K€ arreman and,Chasserio and Legault (2009),Jensen et al (2010),Donnelly (2011a, b),Bullinger and Treisch (2015),Jørgensen and Becker (2015),Nesheim et al (2017) Little information-sharing and employee involvement in strategic decision-makingPinnington (2011), Jørgensen and Becker (2015) Work-life balance Stress, overtime work, overloading Chasserio and Legault (2009), Ashley and Empson (2013), Packirisamy et al (2017) Alternative work arrangements and work-life-balance-centered practices: part-time, flexible schedule and remote work, family and recreational events, supplementary facilities (barbershop, laundry room on site, etc.) Hitt et al (2007), Litrico and Lee (2008), Cooke and Xiao (2014) Job security and retention Little actual job securityChasserio and Legault (2009),Grimshaw and Miozzo (2009) while strong emphasis on retention and commitmentVaiman (2008),Swart and Kinnie (2010), Furtmueller et al (2011), Swart et al (2014), K€ uhn et al (2016,Yalabik et al (2017),Brymer and Sirmon (2018) …”