Ruediger Kabst

The Moderating Impact of Informal Institutional Distance and Formal Institutional Risk on SME Entry Mode Choice

Considerable research has explored international mode choices. However, results regarding the direct influence of the host country institutional context on entry mode choice remain rather inconclusive with positive, negative, and mixed empirical findings. This study examines informal institutional distance and formal institutional risk as moderators on the relationship between frequently examined decision-making criteria and the entry mode decision of small and medium-sized enterprises (SMEs). We demonstrate that the influence of international experience, proprietary know-how, and strategic importance on SME mode choice is contingent on the institutional context of the host country. Hypotheses are tested on a sample of 227 German SMEs. Our empirical results support our theoretical predictions, which forge a link between institutional and SME entry mode literature.

International as opposed to domestic new venturing: The moderating role of perceived barriers to internationalization

This article examines how firm-based and founder-based determinants of international (as opposed to domestic) new venturing are moderated by perceived barriers to internationalization. In order to test the theoretically derived hypotheses, this article applies event history analysis to a sample of technology firms. The results show that the influence of growth orientation, international network contacts and knowledge intensity on international new venturing varies depending on the perceived financial barriers. Thus, this article provides a contingent perspective within the research field and a contrast to the quite categorical discussion regarding determinants of international new venturing and barriers to internationalization.

HRM in the German Business System: A Review

Human resource management in Germany is deeply rooted in its institutional environment. Thus, US style HRM cannot be simply transferred to the German context. Nevertheless, the German business system is not hostile to HRM principles. Rather, these practices have to be adapted to the demands and constrains of the German socio-economic context. The key labour market institutions of collective bargaining, co-determination, and initial vocational training in particular require a pluralist style of human resource management. As our review suggests, these institutions support the implementation of some HRM principles while inhibiting others. Also, the concept of Strategic HRM in Germany may only be fully understood against the background of labour market institutions.

Configurations of e-HRM – an empirical exploration

Purpose – The purpose of this paper is to investigate types, contexts and consequences of electronic HRM (e-HRM) configurations to get a deeper understanding of the reasons, kinds and success of different e-HRM types. Design/methodology/approach – The paper uses a cross-sectional survey of senior HR persons and analyses data with exploratory methods, i.e. cluster analysis, classification tree analysis and analysis of variance. Findings – The results show that actually three configurations of e-HRM – “non users”, “operational users” and “power users” – exist. These can be explained by a sparse, yet meaningful set of contextual variables. All three configurations markedly contribute to organisational success, whereas the “power user”-configuration exceeds the other configurations. Research limitations/implications – The employed e-HRM typology shows a precursory status and the empirical study is exploratory in nature. Thus, searching for a clearer theoretical foundation, improving the hypothesising of varia...

Human Resource Management: The Need for Theory and Diversity

Human Resource Management as an academic discipline needs to be theoretically grounded, i.e. it requires support through theories, theory-driven empirical research and critiques. In doing so, different theoretical perspectives are addressed suggesting a problem-orientated theory selection which leads inevitably to theoretical diversity.

Incentive pay configurations: bundle options and country-level adoption

Purpose – Organizations worldwide are faced with the challenge of motivating and retaining employees. In addressing this challenge, organizations may use a variety of incentive pay practices to align employee behavior with organizational objectives. The purpose of this paper is to empirically identify the incentive pay practice configurations or bundles adopted by private sector firms across 14 different countries from several geographic regions. The patterns of incentive pay configuration adoption for each country are evaluated. Design/methodology/approach – Cluster analysis, ANOVA, and multilevel random-intercept logistic modeling are utilized on firms from the 2009 CRANET HRM survey. Findings – Phase I of this study empirically identifies four different configurations (contingent rewarder, incentive minimizer, incentive maximizer, and profit rewarder) derived from three incentive pay practices (individual bonus, team bonus, and profit sharing practices) that firms adopt. Phase II evaluates adoption rat...

Linking transaction cost and social exchange theory to explain strategic alliance performance: a meta-analytic structural equation model

Drawing on transaction cost economics (TCE) and social exchange theory (SET), we develop and test an integrative model of strategic alliance performance using meta-analytic structural equation modelling. Results reveal that TCEs key constructs (e.g., relationship specific investments, opportunism, and environmental uncertainty) influence SETs key constructs (e.g., trust and commitment) which in turn increase different strategic alliance performance outcomes (e.g., satisfaction, goal fulfilment, profitability, and stability). Further, our results show that the different outcome variables are distinct constructs, which measure different facets of strategic alliance performance.

Recruitment Process Outsourcing: Eine Szenariostudie zur Akzeptanz von Outsourcing-Maßnahmen in der Personalauswahl **

Mit dem Outsourcing von Personalfunktionen und -prozessen wird in der Unternehmenspraxis versucht, Kosten- und Flexibilisierungsvorteile zu generieren. Während die wissenschaftliche Auseinandersetzung zu den Determinanten von Outsourcing-Aktivitäten weit vorangeschritten ist, sind empirische Studien zu den Wirkungen von Outsourcing allerdings noch immer selten. Insbesondere Effekte auf der Mikroebene (z.B. auf Mitarbeiter und/oder Kunden) wurden bislang kaum untersucht. Die vorliegende Studie ergänzt und erweitert die bisherige Forschung, indem wir untersuchen, wie die Auslagerung von Rekrutierungsaktivitäten an einen externen Dienstleister (Recruitment Process Outsourcing, RPO) von Bewerbern wahrgenommen und bewertet wird. Bei der Formulierung der Hypothesen stützen wir uns auf gerechtigkeitspsychologische sowie signaltheoretische Überlegungen. Wir führen eine experimentelle Untersuchung durch, bei der wir mit Hilfe der Szenariotechnik unterschiedliche Ausprägungsgrade des RPO simulieren und resultierende Einstellungen und Reaktionen von 160 Studierenden erfassen. Die Ergebnisse zeigen, dass mit einem zunehmenden Ausmaß von RPO die Bewertung des Bewerbungsprozesses, die Attraktivität des Unternehmens und die Intention, ein Stellenangebot anzunehmen, sinken. Wissenschaftliche und praktische Implikationen der Ergebnisse werden diskutiert.

The impact of HR outsourcing and strategic HR integration on the HR-to-employee ratio: An empirical evaluation of the HR function over the last decade

Purpose Two simultaneous trends have arisen in the field of HRM: the development of the HR function towards a more strategic, value adding unit and the trend of HR outsourcing (HRO). Opinions are divided in the field of HRM research regarding the interdependences between these two trends and whether the HR function has a positive or negative effect. Therefore, this study examines the triangular relationship among strategic HR integration, the HR-to-employee ratio and HRO. Design/methodology/approach The study analyses data from three large evaluations conducted in 14 European countries and compares the results obtained from the 2000, 2005 and 2010 Cranet survey waves. For the hypotheses, a multilevel regression design was used. Findings The results allow concluding that HR outsourcing supports the professionalization of the HR function in an effort to make it a strategic asset. Research limitations/implications The study extends prior understandings of the theoretical perspective on HRO and its organizati...

Incentive pay configurations: the influence of national culture

Purpose The purpose of this paper is to investigate the influence of national culture on the adoption of four different incentive pay bundles (incentive maximizer, contingent rewarder, profit rewarder, and incentive minimizer) using GLOBE national culture dimensions in 14 countries. It uses incentive pay bundles derived by Prince et al. (2016). Design/methodology/approach The study adopted multilevel random-intercept logistic modeling using firm incentive practice usage from the CRANET database and country culture scores from the GLOBE study. Findings Evidence suggests that in-group collectivism is associated with increased use of the incentive maximizer approach, in which firms use a combination of high levels of individual, team, and profit sharing incentives, and decreased use of the incentive minimizer approach (where firms minimally employ incentives) and the individual and team bonus focused contingent rewarder configuration. Higher uncertainty avoidance is linked to increased use of the profit rewarder approach (where only profit sharing is emphasized) and decreased use of the contingent rewarder approach. Performance-orientation cultures appear to support using the incentive maximizer and avoiding the incentive minimizer bundles. Originality/value This study investigates incentive practice bundles that firms use verses separate analysis of practices and use the GLOBE culture metrics. It utilizes multilevel modeling, which has been lacking in past studies of culture and incentives.