Vanishing value chains, industrial districts and HRM in the Brazilian automotive industry

Dibben, Pauline; Meira, Juliana Matos de; Linhares, Caroline; Bruce, Richard D.; Wood, Geoffrey

doi:10.1080/09585192.2016.1233446

Cited by 11 publications

(15 citation statements)

References 47 publications

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“…However, The influence of clustering results show that the influence of the cluster based on location and geographical proximity is greater than the effect of the cluster formed by networks, where globalization and external ties play an important role. This result is consistent with the work of Dibben et al (2020). The analysis of Company AA revealed other relevant factors belonging to the industry such as industry regulation and membership of international associations that guide ethical and business management behaviors.…”

Section: Discussionsupporting

confidence: 89%

“…In turn, Dibben et al (2020) or Molina-Morales and Martinez-Fernandez (2006) establish that the greater the capacity for innovation and absorption of knowledge, the greater the capacity of firms belonging to the industrial cluster to face external threats. This also happens if there are barriers to mobility in the workforce and if knowledge is very specific (Dibben et al, 2020). Turok (2003, p. 552) affirms that "business networks may be national or international, and firms may develop connections with customers, suppliers and collaborators beyond the cluster if they offer more advanced capabilities, lower prices or access to larger markets (Amin and Thrift, 2002;Scott, 2000)."…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…If we apply this pulling effect to HRM practices, we find that close surveillance of these practices and the advantages obtained through them increases the pressure on the company to implement similar practices (Dibben et al , 2020). This process of homogenization of HRM practices (cooperation vs imitation) will help companies belonging to a geographic cluster to gradually improve their HRM practices compared to those that do not belong to the cluster.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Among the knowledge that can be exchanged by cluster members is the one related to HRM practices application, which has become an interesting and current topic in the academic debate. In this respect, there is recent literature that points out that the cluster may influence the application of the HRM practices by firms embedded in it (Martínez-del-Río et al , 2013; Dibben et al , 2020; Belso-Martinez et al , 2018). Also, literature has focused on the study of how clusters, through HRM and knowledge exchange practices, encourage innovation in member firms.…”

Section: Introductionmentioning

confidence: 99%

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The influence of clustering on HR practices and intrapreneurial behavior

Canet-Giner

Cano

Benavent

et al. 2020

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Purpose This study aims to explore how the fact of belonging to clusters of dissimilar form or characteristics modify the application of human resource management (HRM) practices, as well as those knowledge-sharing processes that guide and encourage the intrapreneurial behavior of employees (IPB) in firms belonging to the cluster. The main thesis is that the application of HRM practices and some knowledge management processes are strongly conditioned by the form or characteristics of the cluster, all this in a knowledge-intensive context that requires a contingent application of such practices. Design/methodology/approach The research strategy chosen was a qualitative case study, given that the insight the authors were seeking could only be obtained through a fine-grained analysis inside the firm where it is very difficult to decouple the phenomenon to be observed from the context where it takes place. Two cases were selected to analyze the phenomenon in-depth and compare their results; they were big and technologically advanced firms but belonging to clusters of different forms and characteristics. Findings Results show that the influence of the cluster based on location is greater than the effects of the cluster formed by networks, where globalization and external ties play an important role. HRM practices and knowledge sharing processes that lead to intrapreneurial behavior are conditioned, only in part, by the characteristics of the cluster. Particularly, the geographical cluster encourages knowledge sharing with competitors and customers, mainly for technical training processes and because of belonging to a sectoral association. However, HRM practices, with the exception of training and compensation policies, are mainly conditioned by the company's culture and internal factors, rather than by belonging to a specific cluster. Practical implications Firms belonging to an organized cluster should encourage the development of practical training-oriented programs, not only on technical aspects but also on other skill and competence-based areas. In addition, training based on strategic issues both for top and middle managers could be an interesting initiative. Additionally, clustered firms should develop more knowledge-retention policies to limit the degree of rivalry in the sector, as it is very common for a firm to search for new and specialized talent in the rest of competing firms in the cluster. Social implications Considering the economic impact of the geographical cluster, its effect on the employment and development of a region and taking into account the relevant and dynamic role of research institutions and associations, policymakers should support and facilitate the activity of those institutions, reinforcing the relevance of industrial districts or geographical clusters that are threatened by the pressures of globalization. Originality/value This study brings new insight into the effect of the form and characteristics of the cluster on HRM practices and knowledge sharing processes that lead to intrapreneurial behavior. The study may open the field for additional studies that, from a qualitative and quantitative perspective, analyze this topic in depth. The paper shows that IPB depends not only on the support of the institutions created in the cluster but also on the culture and competitive strategy of the company. Belonging to a geographical cluster can have an influence on firms’ behavior and can, through the trust generated among its members, facilitate knowledge-sharing processes and intrapreneurial behavior.

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Section: Discussionsupporting

confidence: 89%

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The influence of clustering on HR practices and intrapreneurial behavior

Canet-Giner

Cano

Benavent

et al. 2020

View full text Add to dashboard Cite

show abstract

“…The focus on numerical flexibility through outsourcing down supply chains can lead to unintended outcomes and costs; the monitoring of contingent labour and outsourced work further down supply chains is necessary if reputational scandals are to be avoided and quality upheld (c.f. Wilkinson and Pickett 2010;Dibben et al 2016).…”

Section: The Regulation Of Employment Conditions In Supply Chainsmentioning

confidence: 99%