Speaker and Paper Series

Research Paper Series

The Research Paper Series showcases review papers and preliminary research results on topics related to international human resource management. Click here to see the papers.

 

Virtual Webinar Series

These events are open to the public and free to attend.

November 19, 2020: Professor David Collings will speak on 'Global Talent Management, Global Mobility and Covid-19: Where have we been and where are we going?'

You can register to attend the webinar here.

The Covid-19 pandemic has significantly disrupted almost every industry and organization. As organizations that operate across national borders, multinational enterprises have been particularly impacted by the pandemic. Drawing insights from ongoing research on the role of HR in responding to the crisis and also on the role of learning and development in enabling the post-Covid workforce this session will reflect on what the pandemic means for global talent management and global mobility. It will provide some key thoughts on the directions which future research in this space could evolve to better understand these important phenomena.

Professor David Collings is Professor of HRM at Dublin City University Business School in Ireland where he is co-director of the Leadership and Talent Institute. He was due to be James M. Flaherty Visiting Professor at the Beedie School at Simon Fraser University this summer but his visit has been postponed owing to current circumstances. Prior to joining DCU, he held faculty positions at the University of Sheffield, and the National University of Ireland, Galway. He has been a visiting Fulbright Scholar at Cornell University and has also held visiting positions at King’s College London and Nanyang Business School in Singapore. He is a leading international expert on the future of work with a particularly focus on talent management and global mobility. His work focuses on how organisations can develop more strategic approaches to managing talent and delivering sustainable performance. He is a regular speaker at corporate events and his recent speaking and consulting engagements include organisations such as the Abbott, Abbvie, the Danish Confederation of Industry, EADS Airbus, GE, Medtronic, Novartis and Stryker. He has been named as one of the most influential thinkers in the field of HR on four occasions by HR Magazine. He has published numerous papers in leading international outlets including Harvard Business, and eleven books and his work is regularly cited in media and other outlets.

The session will be moderated by Dr. Marion Festing, Professor of Human Resource Management and Intercultural Leadership at ESCP Business School, Berlin, Germany.

October 15, 2020: Professor Alena Ledeneva will speak on 'The invisible dimensions of human resource management: informal networks, institutions, and practices in international contexts'

You can access the link to the recording of this event here.

This talk will take you on a journey of discovery, delving into the open secrets, unwritten rules, and hidden practices in human resource management. The paradox, or not, of the invisibility of the practices of informal governance – practices of cooptation, control, and camouflage – is their ubiquity. Expertly practiced by insiders but often hidden from outsiders, informal practices are, as the Global Informality Project shows, deeply rooted all over the world, yet underestimated in policy. Based on the evidence from the five continents and over 75 countries, made possible by a remarkable collaboration of over 250 scholars (in-formality.com), the insights into the workings of informality within organizations and beyond are essential for tackling social and cultural complexity.

Dr. Alena Ledeneva is Professor of Politics and Society at the University College London School of Slavonic and East European Studies, United Kingdom. She is an internationally renowned expert on informality and governance. Her books Russia's Economy of Favours (1998), How Russia Really Works (2006), and Can Russia Modernize? (2013) have become must-read sources in Russian studies and social sciences. Her latest co-edited volumes include Innovations in Corruption Studies (2017) and The Global Encyclopedia of Informality (2018). She received her Ph.D. in Social and Political Theory from Cambridge University in the UK (1996). She is a founding director of the Global Informality Project and a founder of the UCL Press FRINGE series.

The session was moderated by Dr. Maral Muratbekova, Professor of Human Resource Management at ESCP Business School, Paris, France.

September 14, 2020: Professor Marion Festing spoke on 'The cultural context in IHRM - Recent developments and experiences from digital teaching innovations'


You can access the link to the recording of this event here.

 

Context is often what characterizes particularities of IHRM. For a long time, cultural context was equated with national cultural values investigated in prominent intercultural studies conducted by Hofstede or GLOBE. This led to an intense research program and an oversimplification of the topic in teaching. More recent intercultural research addressing cultural value archetypes, norms, schemata, the situated dynamic framework, cultural mosaic or polyculturalism provides a more differentiated view on culture. This webinar will discuss teaching innovations that integrate latest thinking on understanding and teaching about culture and diversity.

One illustrative example is Moving Tomorrow, a serious game developed at ESCP Business School based on insights from experiential learning theory. It includes key concepts relevant to the cultural context in IHRM in a story telling design, where students have to take decisions that impact on how the story pans out. The overall goal of the game is that the learners value diversity, understand the implications for human interactions and IHRM, and act in a more inclusive way. The experiential game has been included in a blended design using roleplays, case studies, group discussions etc. in various countries.

Marion Festing (Ph.D.) is a Professor of Human Resource Management and Intercultural Leadership at ESCP Business School, Berlin, Germany. Her current research activities combine her interests in international HRM and talent management in various institutional and cultural contexts with diversity and inclusion. Marion's publications include articles in journals such as Human Resource Management, Journal of World Business, and Academy of Management PerspectivesDr. Festing was interviewed by Dr. Maral Muratbekova, Professor of Human Resource Management at ESCP Business School, Paris, France. The session was moderated by Dr. Mila Lazarova, Associate Professor, International Business at SFU Beedie School of Business and Director of the Centre for Global Workforce Strategy.

Thank you to everyone who took part in our first International HRM Webinar "Looking Beyond the Pandemic: What's Next for International HRM?", and particularly to our great presenters, Dana Minbaeva (Copenhagen Business School, Denmark), Helen De Cieri (Monash University, Australia), and Angelika Zimmermann (Loughborough University, UK) and our moderator, Elaine Farndale (Penn State University, USA). For those who missed it, the link to the recorded webinar can be found here. The presenters' most recent paper "International HRM insights for navigating the COVID-19 pandemic: Implications for future research and practice" that was published in the Journal of International Business Studies in June 2020 can be found here.
 

 Speaker Series

These events are open to the public and free to attend.

 

April 2019: Professor Jaap Paauwe (Tilburg University, The Netherlands) "HRM: What really works in practice?"

“Having benefitted in my academic career so much from my close interaction with firms, governmental bodies, trade unions, and practitioners, I increasingly feel the need to give something in return. What could be more precious for practitioners but to give them an overview of what our field of HRM has achieved in terms of ‘proven’ findings of what really works in practice? Some people would oppose this, indicating that it all depends on the specific nature of an organization, sector, and/or country. However, I believe we have several theories and HRM practices which – let’s say – work in 80% of cases. This book, which I started writing here at Penn State, presents a concise overview of these ‘proven’ theories and ‘tested’ HRM practices related to motivating and developing employees from a manager’s actionable perspective. I will start the talk with an illustration of ‘inclusive HRM’ based on the Dutch setting of historical employment relationships involving trade unions, works councils and governmental initiatives roots, and enlightened entrepreneurship. I will demonstrate its historic roots—the cultural heritage of the founding fathers—and how this is still influential after more than 100 years. I will present the design and rationale for the book and will be eager to hear your suggestions and thoughts on what really works in practice.”

Dr. Jaap Paauwe is Professor of Organization and HRM at Tilburg University, The Netherlands, and Director of the People Management Center, an academia/practitioner center for work, well-being, and performance. Jaap’s research focuses on the relationship between HRM, performance and well-being, HR functional excellence, HRM and the institutional context, HR analytics, and talent management. Dr. Paauwe also supervises Ph.D. students in HRM and performance in healthcare at Erasmus University Rotterdam. Jaap holds honorary chairs at Pablo de Olavide University in Sevilla (Spain) and at North-West University in Potchefstroom (South-Africa). He has published widely in international refereed journals and is also involved in a range of executive training programs at various business schools including TIAS and FHR Lim-A-Po Institute. His latest book, written together with Elaine Farndale, is “HRM, Strategy and Performance: A contextual approach”, published by Oxford University Press, 2017.

 

December 2018: Dr. Alfred Presbitero (Deakin University, Australia) "Cultural intelligence and globalization: Recent developments and future research directions"

Cultural intelligence has attracted the interest of both scholars and practitioners due to globalization bringing about an influx of global teams in the workplace. These global teams are expected to work effectively and deliver a range of tasks despite cultural and linguistic differences. Hence in such contexts, CQ as an intercultural capability is viewed to be highly relevant. In this presentation, the nomological network of CQ was presented, including the antecedents, outcomes and the boundary conditions of CQ. Moreover, Dr. Presbitero discussed novel ways of measuring CQ using an accessibility-based implicit measure.Presbitero

Dr. Alfred Presbitero is an Assistant Professor at Deakin Business School, Deakin University, Australia. His research focuses on international human resource management, cross-cultural management, and international careers. He is primarily interested in expanding the nomological network of cultural intelligence (CQ) as a critical capability for international human resources and the establishment of international careers. He is also interested in understanding the role of societal culture in the formation of HRM system strength and HRM practices such as merit pay. He is currently involved in the IMPACT Project (Investigating Merit Pay Across Countries and Territories) working closely with Professor Jason Shaw. Alfred completed his Ph.D. in Business at Macquarie University, Australia. He also completed a Post-Doctoral Fellowship and continues to be a Senior Research Scientist at the Center for Leadership and Cultural Intelligence in Nanyang Business School, Nanyang Technological University, Singapore.  

 

October 2018: Dr. Andri Georgiadou (Cyprus University of Technology"Diversity within diversity management: Country and organizational perspectives"

Managing and promoting diversity is of paramount importance to the future of sustainability and hence is gaining increasing attention on political and business agendas. Even though diversity management scholarship has grown tremendously over recent years, a strong consensus has emerged that extant theories tend to focus on a single level of analysis, on a limited range of usually Western research settings, and despite the agenda around intersectionality, on a relatively narrow range of types of diversity. Diversity research has thus focused on prioritizing visible forms of diversity, such as gender diversity or disability, with less emphasis placed on diversity in culture and values and across countries. In this seminar, Dr. Georgiadou presented new insights on how the national and macro-social environment impact the institutional approaches to diversity management globally. She introduced a critical reflection of the current discourse on different types of diversity around the world. Finally, she introduced some strategies that could facilitate both organizations and individuals to overcome a plethora of challenges.

Dr. Andri Georgiadou is an Adjunct Professor at the Cyprus University of Technology. She obtained her DBA focusing on diversity management from the London Metropolitan University in the UK (2014) and worked as an Assistant Professor in Human Resource Management and Program Director for the MSc in Global Business at the University of Hertfordshire in the UK for three years before returning to Cyprus. Andri’s research focuses on equality, diversity and inclusion at work from comparative, relational and interdisciplinary perspectives. She is a recipient of the 2014 Graduate Scholar Award for Diversity in Organizations, Communities & Nations, and currently holds a Fulbright Scholarship to conduct research at Penn State.

 

April 2018: Dr Shuang Ren (Deakin University, Australia) "Green Human Resource Management: Does It Matter....and How?"

With the growing awareness of how economic development is contributing to environmental degradation and climate change, concerns about long-term sustainability are raising new ethical issues for organizations and their members, as well as for society as a whole. Against this backdrop, green (environmentally-focused) human resource management (GHRM) has been increasingly promoted over the past decade as a proactive response that organizations can take to enhance environmental performance. Underlying the emergence of GHRM is an assumption that it can address a firm’s specific challenge of managing environmental concerns through a set of HRM practices that explicitly consider the firm’s environmental goals. However prior studies have focused primarily on either descriptive exploration of the existence of HRM practices that target environmental issues or the influence of a limited set of these HRM practices. Several theoretical and practical issues remain under-specified, including whether and how GHRM influences a firm’s performance (including environmental performance and  financial performance). Research on GHRM introduces new ideas and issues that are only beginning to be studied by HRM scholars as they realize the strategic importance of environmental management for building sustainable organizations. Shuang outlined the development of the GHRM field with reference to her recent review paper on GHRM, and shared three of her projects that unfold the underlying mechanisms and boundary conditions of GHRM for firms’ performance and employees’ green behavior.

Dr Shuang Ren is a senior lecturer at Deakin Business School, Deakin University. She obtained her PhD in human resource management at the University of Melbourne (2010-2013) and worked as a post-doctoral research fellow at the Centre for Ethical Leadership at the University of Melbourne prior to joining Deakin. Shuang’s research areas include strategic human resource management, human resource development (particularly leader development) and business leadership in China. She is a recipient of  Australian and New Zealand Academy of Management Early Career Researcher Award in 2015 and Faculty Researcher Award in 2017.

 

Sept 2017: Dr Sven Horak (St John’s University, New York) "IHRM and informal networks in East Asia"

International HRM research recently uncovered that expatriate integration in informal social networks overseas is a decisive factor for expatriate effectiveness. To date, the question of how, if at all, an expatriate can establish close informal ties abroad with host country nationals has, however, been neglected in research. Furthermore, based on the assumption that extant social network theories may include too many ideals of typical Western informal ties and too few features that are relevant for other regions, there is a need to thoroughly understand the nature and characteristics of informal networks. Contrary to the popular ‘strengths of weak ties’ hypothesis, in East Asia it appears to be a widely-held ideal to have or develop strong ties since weak ties are not deemed useful. The informal network literature indicates that networks are also open to varying degrees to new entrants. Whereas this corresponds to what is known about Chinese guanxi ties, Korean yongo ties are rather closed and certain ties in Japan also show a rather low level of openness. Hence, bridging of networks by a broker may work well in China in principle, but it goes against the logic of yongo-based ties in Korea, where bridging of the same tie line is nearly impossible as communities of the same tie line may feel discomfort toward each other or even hostility. Given the backdrop of these research results new horizons emerge for research in the field of expatriate integration into local informal networks. 

Sven Horak is Assistant Professor at The Peter J. Tobin College of Business, Department of Management at St. John’s University in New York. In the field of international management his research interests include the analysis of informal social network structures, the influence of informal institutions on managerial decision making behavior and Asian Management. Sven has worked for several years in the East Asian automotive industry, managing operations for the Bosch Group in Tokyo, Seoul, and Stuttgart. Before joining Tobin, he was a post-doctoral fellow and research associate funded by the German Research Foundation (DFG) at the Institute of East Asian Studies (IN-EAST) and the Mercator School of Management at the Duisburg-Essen University in Germany.

 

May 2017: Dr. Mohan Thite (Griffith University, Australia) "Global Search for Talent: Lessons from Indian IT Services Multinationals in China"

The information and communication technology (ICT) services business is primarily driven by the quantity and quality of software talent, available locally and globally. Accordingly, global talent management (GTM) strategy is fundamental to the internationalization strategy of Indian ICT services multinationals, particularly in China.  Through in-depth interviews of senior managers at the headquarters and Chinese subsidiaries of four well known Indian ICT services multinationals, this research study critically examines the conceptualization and implementation of their GTM strategy by focusing on the quality of software talent pool in China, the strength of case study firms’ employer branding in the Chinese ICT services sector, control and coordination issues in rolling out global HR policies to Chinese subsidiaries, and the challenges of workforce localization. In the process, it contributes to our understanding of the strategic orientations and operational challenges of emerging market multinationals in other emerging economies, in the context of global mobility and the management of talent.

Dr. Mohan Thite is an Associate Professor at Griffith University, Australia. His career as a HR professional spans over 30 years, both in industry and academia. His research and publications cover a broad range of management areas, including strategic HRM and knowledge management, e-HRM/HRIS, international HRM, multinationals from emerging economies, and global mobility of talent via offshoring and skilled migration.

 

April 2017: Professor Miguel R. Olivas-Luján, Clarion University of Pennsylvania "HRM in Mexico, the Caribbean, and Central America"

Professor Olivas-Luján shared with us the need for systematic research in HRM is enormous in the geographic North, Central American and Caribbean countries that include Belize, Costa Rica, Cuba, Dominican Republic, El Salvador, Guatemala, Haiti, Honduras, Jamaica, Mexico, Nicaragua, Panama and Puerto Rico. Miguel reported on a systematic review of the literature that identified 111 articles (published since 1990) about HRM in these nations, to show the state of the discipline, detect gaps and recommend courses of action. The large gaps in coverage signal the need to extend research on all HRM sub-fields to Central American and Caribbean nations. (Authored by Sergio M. Madero-Gómez and Miguel R. Olivas-Luján - in alphabetical order).

Dr. Miguel R. Olivas-Luján is a Professor at Clarion University of Pennsylvania. His research interests include: Human Resource Management, Evidence-based Management, Diversity, and Culture.

 

May 2016: Dr. Rikki Nouri (Penn State), Qualtrics and Mechanical Turk Workshop

CIHRS held a hands-on workshop to help anyone looking to expand their knowledge of conducting surveys. Dr. Rikki Nouri, Post-Doctoral Scholar with CIHRS, conducted the workshop on Qualtrics and Mechanical Turk, discussing how to use these tools for both academic and practical purposes. Qualtrics is a powerful surveying tool, that can be useful for teaching, research, and administration. The basics of Qualtrics and useful tips were presented, including labels and values, randomization, using blocks and survey flow, how to upload images and videos, and more. The workshop also introduced Mechanical Turk, which is Amazon's crowdsourcing survey platform.

 

September 2015: Dr Rikki Nouri (Penn State), "Creativity across the universe: The influence of culture and multiculturalism on creativity"

In a world that is constantly becoming more global, complex and dynamic, organizations, face great challenges and are required to offer new solutions. Creativity is crucial to organizations’ successful performance since a new product, process or a service enables competitive advantage. Nonetheless, engaging in creativity carries the risk of rejection or criticism and the potential to lose business from clients. The risk of being rejected or embarrassed may discourage employees from coming up with new ideas. One can assume that culture at a broader level of analysis such as national culture will affect creativity. Yet, only recently the relationship between culture and creativity has started to draw researchers’ attention, and overall the findings are rather inconsistent.

Dr. Nouri’s research has contributed to enrich the knowledge on culture and creativity by examining the following questions: is creativity universal or culture-specific? Are people from different cultural backgrounds different in their creative abilities or habits? Are people from different cultural backgrounds that work together creative together collaboratively? How does the influence of work context (such as the presence of supervisors or colleagues) on creativity vary in different cultures?

 

March 2015: PROFESSOR GRAEME MARTIN (DUNDEE UNIVERSITY, UK): "A suitable case for treatment? De-professionalization, low trust dynamics and disengagement among hospital consultants in the NHS"

Graeme Martin seminarProfessor Martin, Professor and Chair of Management at Dundee University in the UK, provided a detailed insight into the pressures on the healthcare sector in advanced economies to deliver increasingly higher levels of patient care to an increasingly aging population during periods of financial austerity. As a result of his research, he explained how evidence is emerging to support a thesis indicating the de-professionalization of hospital doctors, brought about by increased patient expectations and changing attitudes to clinicians, increased managerialism and bureaucracy, and greater regulation to ensure patient safety and care. The research was commissioned by the British Medical Association (BMA), prompted by feelings among leading professionals that the publicly-funded UK healthcare system is at near break-point. The study's data supports the BMA’s gloomy analysis, which has important lessons  for clinical and non-clinical managers who seek to navigate a way through contending logics and resource-constrained hybrid organizations.

Professor Graeme Martin has published extensively in the fields of HRM, management and leadership, change management and, recently, healthcare management. His other research interests include organizational trust; the role of HR in corporate governance; and clinical leadership.

 

February 2015: INAUGURAL SPEAKER SERIES SEMINAR

Fascinating discussions were had at the CIHRS Inaugural Speaker Series Seminar on February 26, 2015!

Following an introduction from Center Director, Elaine Farndale, we heard presentations from Maja Vidović (Post-doctoral Scholar) on HRM in multinational enterprise subsidiaries, Dinçer Atli (Visiting Scholar) on cross-cultural employer attractiveness, and Saahir Shafi and Elizabeth Rockey (Research Assistants) on the first findings from the 2014 CRANET comparative HRM policies and practices study.