S. Bruce Thomson

An intellectual capital perspective of human resource strategies and practices

Previous research has investigated the relationships between intellectual capital (IC) and human resource management (HRM). Others have described the link between IC and strategic initiatives in an organization including strategic human resource management (SHRM). However, little systematic work has been done to develop a holistic overview of connections between the three concepts. Through an analysis of the recent IC literature and the literature that discusses IC, SHRM and HRM, this paper argues that not only are the three concepts closely connected, but also IC should play a key role in SHRM processes and HRM practices in organizations. The strategic connections also demonstrate that IC can be conceptualized as a holistic partner to both SHRM and HRM; thus, adding strong support for the need to measure IC accurately. A theoretical framework is proposed to illustrate IC, SHRM and HRM connections. Finally, the paper suggests directions for future research.

Intellectual capital and strategic human resource management in social service non-profit organisations in Australia

Very little systematic research has focused on the Intellectual Capital (IC) and Strategic Human Resource Management (SHRM) link in the social service non-profit sector. Using data gathered from Australian Social Service Non-profit Organisations (SSNPOs), this paper fills this gap by building a nascent body of literature that put forth that IC plays a central role in SHRM in SSNPOs. SSNPO executives perceived IC as a tool to capture a complete picture of organisational potential, thus providing the necessary picture to formulate strategy for long-term development. Finally, the paper proposes a new model which illustrates that IC drives SHRM in the social service non-profit sector.

Devolvement of HR practices in transitional economies: Evidence from China

Chinas progressive integration into the global economy has strengthened its position as a ‘magnet’ for foreign direct investment. The inevitably increased competition in the Chinese economy has led firms to adopt more market-oriented approaches to human resource management (HRM). Based on a survey of 618 managers in state-owned enterprises, domestic/private- and foreign-invested firms operating in the Jiangsu Province of China, this study investigates the extent to which HR practices have been strategically devolved to line managers, and the relationship between this devolvement and the performance of firms in China. Overall, there was little evidence of devolvement to line managers. We found no evidence of a relationship between the degree of devolvement and firm performance, although the provision of formal training to line/middle managers was predictive of performance.

Hybrid human resource management in post-Soviet Kazakhstan

This paper explores Human Resource Management (HRM) practices in foreign-owned subsidiaries in Kazakhstan and examines the development of HRM and the extent to which practices and policies are reflective of their countries of origin, older-style Soviet and post-Soviet practices, or an emerging Kazakhstan. The discussion is based on findings which utilised a questionnaire-based survey, secondary data and interviews with HR managers. The paper concludes that HRM and employee relations practices utilised are a hybrid of old-style Soviet and Western-based approaches (US and European), and also provided are some implications for theory and managerial practice.

Stigma and Multinational Corporations

Using a Chinese MNC’s expansion into Australia we assess whether or not organizational stigmas (tribal or conduct) are attached by external stakeholders. We find a weak tribal stigma exists based on country of origin (China). However, a strong conduct stigma is attached to the industry due to environmental concerns. Although participants perceive an illegitimate practice, a high level of controllability and a distinct possibility of danger to the community, they still support the development because of the economic benefits. Thus, the concept of ‘opportunity costs’ plays an important role in mediating the effect of organizational stigmatization.

Organizational Stigmas: Where Now?

The work on stigmatization and the individual in the work environment started with Goffman’s treatise in 1963 as several of his examples encompassed the work environment. However, the application of stigma theory to both the group level and the organizational level stigma research has not reached the same level of interest from management/business academics as the individual level. Organizational stigma did not appear as a research field until the late 1980s, and it was not until 2005 that the term organizational stigma appeared. This chapter will trace those early forays into the application of stigma theory to the organizational environment to the current research on organizational stigma. Upon completion of the review of the development, I will delve into the shortcomings of the current research and theoretical development and suggest directions for future research.