Robert Kaše

Strategic human resource management in European transition economies: building a conceptual model on the case of Slovenia

The general SHRM models explain the link between HR and company performance; however, due to several specific internal and external factors, they have to be modified in order to be applied to companies in European transition economies (ETEs). By analysing the current state of HRM and the HR context in Slovenia, we develop a conceptual SHRM model for ETEs. The model introduces a new specification of the HR context, emphasizing HR facilitators, and an additional moderating construct the HR power, to have more explanatory power for studying the HR–company performance link in ETEs. The paper also addresses the importance of issues relating to the empirical validation of the model in ETEs and suggests ways to further develop SHRM in these countries.

The role of HR actors in knowledge networks

Purpose – The paper aims to examine structural positions of individuals, especially HR actors (line managers and HR specialists) within relational networks for creating and sharing knowledge and to explore implications for designing and implementing HR practices in knowledge-intensive firms (KIF). Design/methodology/approach – This article used exploratory research design conducting a single case study of a KIF. Social network analysis (SNA) – network centrality measures and visualization tools – was used to examine the structural position of individuals. Findings – Line managers who are HR actors are centrally positioned within examined knowledge networks, while the HR specialist is not, which implies that the decentralized approach to HRM in KIF can be effective. Results also show that the more operational (instrumental) the information or knowledge flow is, the denser the knowledge networks. Research limitations/implications – This study provides support for devolution of HRM to the line in KIF. It suggests that HRM could affect the process of knowledge creation and sharing by implementing HR practices through centrally positioned line managers. A limitation of the research is a single case study and observed intensity rather than quality of relations. Practical implications – SNA appears to be an effective tool for mapping relationships in an organization. Centrally positioned HR actors (especially line managers involved in HRM) in knowledge networks are advantageous for HRM effectiveness only if obstacles to their effectiveness are properly managed. HR specialists should relate strongly to these actors to enable successful design and implementation of HR practices. Originality/value – The paper applies SNA to the HRM field, thus expanding the traditional view of HRM into examining the position of HR actors in relational networks and exploring their role in effectively executing HR practices.

Networks for Generating and for Validating Ideas: The Social Side of Creativity

Abstract In recent years, research has recognized that creativity is a social process. By communicating with others, individuals get access to novel perspectives and unique knowledge, and they can get political support for their ideas by ensuring that they meet others’ standards. Based on the different function of idea-related communication, we expected the structure of idea-generation networks to differ from that of idea-validation networks. Specifically, we expected different effects of leadership status and tenure. Our results indicated some differences in the structure of the two networks. This leads to the recommendation that future research on idea-related communication and creativity needs to distinguish the different phases of the creative process.

Establishing the Value of Flexibility Created by Training: Applying Real Options Methodology to a Single HR Practice

This paper refers to the conceptualizations of strategic flexibility, real options, and human resource (HR) options to build a model for valuing future-oriented and organizational flexibility-enhancing aspects of training. By adopting an indirect approach to measuring HR options by valuing particular investment projects in which human capital is involved, we satisfy the conditions for applying the Black-Scholes option valuation model and avoid the problematic measurement of the stand-alone value of human capital. The proposed valuation model is elucidated by a case study from the mobile telecommunications industry. The results indicate that in rapidly growing markets based on emerging technology, the generation of HR options based on training should be encouraged. Broader applicability and limitations of the valuation model are discussed and directions for further development of the valuation model are given.

The organizational socialization field fragmentation: a bibliometric review

Organizational socialization is gaining momentum in business research, and statistical data shows us the importance of this topic for practitioners as well. In this study, the vast organizational socialization literature published over the past three decades is analysed using bibliometric methods in order to explore the scope of the field, detect current research priorities, and identify the most prominent papers and authors. We identify thematically related clusters of research and show how the organizational socialization field has evolved through interconnected, yet distinct, subfields. Specifically, three distinct aspects have been emphasized at different time periods: (1) the organizational socialization tactics view in the 1980s; (2) newcomer proactivity, information seeking, and the uncertainty reduction process in the 1990s; and (3) a person-by-situation approach in the last decade, which is a mix of both. The implications for future research into organizational socialization research are presented and discussed.

Getting ready for the young generation to join the workforce: A comparative analysis of the work values of Chinese and Slovenian business students

Due to the ever greater cooperation between China and CEE countries, and especially the lack of research on the young generation’s work values among the latter, we fill an empirical gap and conduct a comparative analysis of work values among Chinese and Slovenian business students. We explore the relationship between national culture and differences in expressed work values. While advancement was the top item within both samples, we found a stronger instrumental value dimension for the Slovenians and a stronger social-altruistic value dimension for the Chinese. Moreover, while national culture remains a factor for understanding the work values of the young generation, it is not the dominant one. Our results offer some support for a universal or crossvergence perspective on the work values of the young generation.

In the eyes of Janus:the intellectual structure of HRM-performance debate and its future prospects

Purpose – The purpose of this paper is to offer a perspective on the future of the human resource management (HRM)-performance debate and its prospects for interaction with practice by evaluating the debates intellectual structure. Design/methodology/approach – With co-citation analysis the paper examines the intellectual structure that informed the HRM-performance debate. The findings were presented to a group of academics, who have been influential in the development of the debate. In several rounds of a quasi-Delphi interaction they discussed the state of the art, future development of the debate, upcoming theoretical sources of inspiration and topics on which they (dis)agreed. Findings – The dominant knowledge domain is built upon resource-based view, social exchange theory, human capital theory, institutional theory and critical perspective. It became well established in the mid 1990s, when the strategic HRM domain merged with the high performance work systems domain, thus forming the conceptual bac...

Human capital and structural position in knowledge networks as determinants when classifying employee groups for strategic human resource management purposes

Until recently, most theoretical models and empirical investigations in the strategic HRM field focused on inter-firm rather than intra-firm variability and thus implicitly assumed the adoption of the same HR practices (bundles) for managing all employee groups in a firm. Existing classifications of employees for strategic HRM purposes are mostly based on human capital and the employment mode. Through the lens of the knowledge-based view of the firm, we examine the ways in which an individual employee is valuable to a firm and suggest that an individuals structural position in knowledge networks should also be considered. By conducting a social network analysis of an SME, we establish that studying an individuals relationship-based characteristics (i.e. an individuals structural position in knowledge networks) strengthens the reasoning for employee classification and should thus be considered for strategic HRM purposes.