Dear Colleagues,Please find below the Special Issue Call for Papers in International Business Review on the topic of International Human Resource Management.
Submissions are open now until October 1st, 2022!
Best wishes,Elaine Farndale~~~~~~~~
International Business Review Special IssueCALL FOR PAPERSLooking Back to Look Forward: Disruption, Innovation and Future Trends in International Human Resource Management
Elaine Farndale (The Pennsylvania State University, USA)
Sven Horak (St. John's University, USA)
Rakoon Piyanontalee (The Pennsylvania State University, USA)
Maja Vidović (RIT Croatia, Croatia)
Full Manuscript Submission Deadline: October 1st, 2022
In the international business (IB) field, Buckley et al. (2017) urged researchers to stay informed about important global phenomena by focusing on 'big questions' and 'grand challenges', encouraging a strong interdisciplinary approach. To answer this call, this special issue on international human resource management (IHRM), a field that lies precisely at the intersection of IB and human resource management, is designed to assemble articles that reflect on 'big questions' from the past decade to address current and future 'grand challenges'.
Looking back, when we compare popular IHRM research questions over the last decade with those of today, we can see that certain priorities have shifted dramatically while others remain steadfastly important. As identified in the 2011 Society for Human Resource Management's workplace forecast, some of the most popular trends during the early 2010s included demographic changes in the workforce, the importance of emerging markets (e.g., India, China, and Brazil), the need for cross-cultural competency, and increasing global competition for talent (Schramm et al., 2011). Echoing the aforementioned practitioner trends, we also saw the release of well-cited articles covering similar topics. For example, Festing and Schäfer (2014) highlighted the role of moderating generational effects in talent management on psychological contracts and subsequent attitudes and behaviors of employees. Thite et al. (2012) studied the global HRM strategies and practices of multinational corporations from emerging economies. Brannen and Peterson (2009) identified management interventions to promote cross-cultural integration in cross-border mergers and acquisitions. Moreover, multiple reviews and frameworks for studying global talent management emerged (e.g., Tarique and Schuler, 2010; Schuler et al., 2011).
Looking forward, countries globally have experienced 'grand challenges' as environmental uncertainty has increased (Farndale et al., 2019a), along with the rising pace of disruptive technologies such as big data (Bughin et al., 2010) and workforce automation (Frey and Osborne, 2017). Combined, there are issues of skill polarization whereby there is a lack of workers for high-skill jobs and a lack of jobs for low-skill workers in many countries globally (Dobbs et al., 2012). Additionally, multinationals continue to struggle with securing the highly sought-after global talent (Farndale et al., 2019b), frequently turning to self-initiated expatriates that seem to face even more challenges in building local social ties than assigned expatriates (Kubovcikova and Van Bakel, 2021).
Most recently, as a consequence of these 'grand challenges', new topics have emerged in the IB and IHRM literatures. For example, the nature of the business environment in terms of its receptiveness to international managers has been researched through the lens of informal networks (guanxi, yongo, wasta, etc.). The role that local informal institutions and existing informal networks play in influencing the effectiveness of expatriates, independent of being assigned or self-initiated, is currently evolving (Guo et al., 2018; Horak and Yang, 2016). Moreover, aspects of gender inclusion and diversity management is a developing branch of informal network research placed at the intersection of IB and IHRM studies (Alsarhan et al., 2021; Georgiadou and Syed, 2021).
Today, the 'grand challenge' facing HRM is about helping both employees cope with the COVID-19 pandemic and businesses navigate the increasingly volatile, uncertain, complex, and ambiguous environment (Caligiuri et al., 2020; Horak et al., 2019). The importance of these endeavors is well-captured by John M. Bremen, the managing director of human capital and benefits at Willis Towers Watson (as quoted in Harbert, 2021):
"The week that trillions of dollars of market value came out of the global economy because people could not work and consume and live normally-that really ended any debate over the value of HR to the enterprise. HR's seat at the table was solidified permanently."
This reaffirmation of HR's importance has coincided with socioeconomic trends such as the Great Resignation (Cohen, 2021) and deglobalization (Farndale et al., 2021; Witt, 2019). At the same time, demographic change (Cascio, 2019), diversity management (Kirton, 2020), sustainability management (Stahl et al., 2020; Hameed et al., 2020), and virtual work (Caligiuri et al., 2020) have become more important than ever. For example, the role and organization of virtual work and working together in international virtual teams, has been regarded crucial for coordinating international business activities during COVID-19 and it is expected to remain relevant in a global post-COVID-19 business environment (Tavoletti et al., 2022).
Altogether, these global 'grand challenges' fall under what Ghauri et al. (2021) consider to be 'the new realities'. Accordingly, this special issue is designed to answer the call for research on these new realities based on a historical reflection over the last decade. In doing so, we can together deliver key insights into the extant IB and IHRM research agenda while stimulating future interest to advance the fields.
Key Themes and Research Questions for the Special Issue
To help lay the groundwork for future IHRM research, this special issue seeks submissions that address the challenges of the past decade as well as projecting how these might stimulate understanding for future IHRM research. We invite papers that expand theory and empirical evidence on the following and related research questions:
Deadline, Submission Process and Workshop
The submission deadline is 1 October 2022. Manuscripts can be submitted through the IBR online submission system (https://www.editorialmanager.com/ibr) from 1 September until 1 October 2022 only. They should follow the IBR guidelines: https://www.elsevier.com/journals/international-business-review/0969-5931/guide-for-authors. All submissions will go through double-blind review.
Any queries regarding the special issue can be directed to the guest editors: Elaine Farndale (firstname.lastname@example.org), Sven Horak (email@example.com), Rakoon Piyanontalee (firstname.lastname@example.org), or Maja Vidović (email@example.com).
To help authors develop and improve their papers, the editors will organize a manuscript development workshop during the 5th Global Conference on International Human Resource Management, which will be held on 19-21 May 2022. Further details are available here: https://ler.la.psu.edu/cihrs/IHRMconference. We aim to publish this special issue in 2024.
About the Guest Editors
Elaine Farndale (Ph.D.) is Professor of Human Resource Management and Director of the School of Labor and Employment Relations, Pennsylvania State University (USA), where she is also Founder and Director of the Center for International Human Resource Studies. Elaine's research focuses primarily on international human resource management, strategic HRM, and HRM and performance. She has published widely from her international collaborations in both the practitioner and top-ranked academic press, and has served as an elected member of the Academy of Management HR Division Executive Committee, Co-Editor for Routledge's Global HRM Series, Co-Editor-in-Chief for Human Resource Management Journal, and Associate Editor for Human Resource Management and International Journal of Human Resource Management. Elaine completed her Ph.D. at Cranfield School of Management (UK) and worked previously as an HR specialist for several years.
Sven Horak (Ph.D.) is an Associate Professor of Management and Director of the Global Management Program (MSc) at The Peter J. Tobin College of Business at St. John's University in New York City. Sven works in the broad field of global management and organization, specializing in informal networking, leadership, and ethics. He held numerous visiting positions at institutions such as The University of Tokyo, Seoul National University, Yonsei University, Korea University, and the Pennsylvania State University, among others. He has been leading and participating in consulting and research projects for the European Commission and other public and private institutions. Sven holds a Ph.D. from the Mercator School of Management of the University of Duisburg-Essen in Germany, where he has been a post-doctoral fellow at the Graduate School 1613 on Risk and East Asia funded by the German Research Foundation (DFG).
Rakoon Piyanontalee (Ph.D.) is an assistant research professor with the Center for International Human Resource Studies in the School of Labor and Employment Relations at the Pennsylvania State University (USA). His research examines the impact of HRM practices on teams, units, and organizational outcomes. In particular, Rakoon's dissertation examined the relationship between bonus pay and voluntary turnover and how this relationship depends on the time period of observation. Rakoon has presented his works in and served as a reviewer for conferences such as the Academy of Management Annual Meeting and the Annual People & Organizations Conference at Wharton. Before joining Penn State, Rakoon received his Ph.D. in Management from the University of Wisconsin-Madison and his Bachelor of Science in Psychology from the University of Illinois, Urbana-Champaign. He also worked in HR recruitment and organizational development in Bangkok, Thailand.
Maja Vidović (Ph.D.) is a Senior Lecturer at RIT Croatia and an Adjunct Lecturer at The Pennsylvania State University, USA. She previously held positions as a Postdoctoral Scholar, and later as an Assistant Teaching Professor, both with the Center for International Human Resource Studies in the School of Labor and Employment Relations at the Pennsylvania State University (USA). Her research and teaching are focused on the area of Human Resource Management in general, and International HRM specifically. Maja obtained her B.Sc., M.Sc., and Ph.D. degrees at the University of Zagreb, Faculty of Economics and Business, with all three degrees focusing on HRM. Maja has been a member of organizing committees for several scientific conferences, both in Croatia as well as in the US, and is the author of a dozen book chapters and many scientific papers.
Alsarhan, F., Ali, S. A., Weir, D., & Valax, M. (2021). Impact of gender on use of wasta among human resources management practitioners. Thunderbird International Business Review, 63(2), 131-143. https://doi.org/10.1002/tie.22186
Brannen, M. Y., & Peterson, M. F. (2009). Merging without alienating: Interventions promoting cross-cultural organizational integration and their limitations. Journal of international business studies, 40(3), 468-489. https://doi.org/10.1057/jibs.2008.80
Buckley, P. J., Doh, J. P., & Benischke, M. H. (2017). Towards a renaissance in international business research? Big questions, grand challenges, and the future of IB scholarship. Journal of International Business Studies, 48(9), 1045-1064. https://doi.org/10.1057/s41267-017-0102-z
Bughin, J., Chui, M., & Manyika, J. (2010). Clouds, big data, and smart assets: Ten tech-enabled business trends to watch. McKinsey Quarterly, 56(1), 75-86. https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/clouds-big-data-and-smart-assets-ten-tech-enabled-business-trends-to-watch
Caligiuri, P., De Cieri, H., Minbaeva, D., Verbeke, A., & Zimmermann, A. (2020). International HRM insights for navigating the COVID-19 pandemic: Implications for future research and practice. Journal of International Business Studies, 51, 697–713. https://doi.org/10.1057/s41267-020-00335-9
Cascio, W. F. (2019). Training trends: Macro, micro, and policy issues. Human Resource Management Review, 29(2), 284-297. https://doi.org/10.1016/j.hrmr.2017.11.001
Cohen, A. (2021). How to quit your job in the great post-pandemic resignation boom. Bloomberg Businessweek. https://www.bloomberg.com/news/articles/2021-05-10/quit-your-job-how-to-resign-after-covid-pandemic
Dobbs, R., Madgavkar, A., Barton, D., Labaye, E., Manyika, J., Roxburgh, C., Lund, S., & Madhav, S. (2012). The world at work: Jobs, pay, and skills for 3.5 billion people (Vol. 28). Washington: McKinsey Global Institute. https://www.mckinsey.com/featured-insights/employment-and-growth/the-world-at-work
Farndale, E., Horak, S., Phillips, J., & Beamond, M. (2019a). Facing complexity, crisis, and risk: Opportunities and challenges in international human resource management. Thunderbird International Business Review, 61(3), 465-470. https://doi.org/10.1002/tie.22037
Farndale, E., Sparrow, P., Scullion, H., & Vidovic, M. (2019b). Global talent management: New challenges for the corporate HR function. In Collings, D., Scullion, H. & Caligiuri, P. (Eds.) Global Talent Management. (pp. 108-127). Routledge.
Farndale, E., Thite, M., Budhwar, P., & Kwon, B. (2021). Deglobalization and talent sourcing: Cross‐national evidence from high‐tech firms. Human Resource Management, 60(2), 259-272. https://doi.org/10.1002/hrm.22038
Festing, M., & Schäfer, L. (2014). Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective. Journal of World Business, 49(2), 262-271. https://doi.org/10.1016/j.jwb.2013.11.010
Frey, C. B., & Osborne, M. A. (2017). The future of employment: How susceptible are jobs to computerisation? Technological forecasting and social change, 114, 254-280. https://doi.org/10.1016/j.techfore.2016.08.019
Georgiadou, A., & Syed, J. (2021). The interaction between gender and informal social networks: An East Asian perspective. Human Resource Management Journal, 31(4), 995-1009. https://doi.org/10.1111/1748-8583.12347
Ghauri, P., Strange, R., & Cooke, F. L. (2021). Research on international business: The new realities. International Business Review, 30(2), 101794. https://doi.org/10.1016/j.ibusrev.2021.101794
Guo, Y., Rammal, H. G., Benson, J., Zhu, Y., & Dowling, P. J. (2018). Interpersonal relations in China: Expatriates' perspective on the development and use of guanxi. International Business Review, 27(2), 455-464. https://doi.org/10.1016/j.ibusrev.2017.09.012
Hameed, Z., Khan, I. U., Islam, T., Sheikh, Z., & Naeem, R. M. (2020). Do green HRM practices influence employees' environmental performance? International Journal of Manpower, 41(7), 1061-1079. https://doi.org/10.1108/IJM-08-2019-0407
Harbert, T. (2021, September 2). The pandemic has expanded the role of HR. SHRM. https://www.shrm.org/hr-today/news/hr-magazine/fall2021/pages/pandemic-expands-role-of-hr.aspx
Horak, S., & Yang, I. (2016). Affective networks, informal ties, and the limits of expatriate effectiveness. International Business Review, 25(5), 1030-1042. https://doi.org/10.1016/j.ibusrev.2016.01.006
Horak, S., Farndale, E., Brannen, M. Y., & Collings, D. G. (2019). International human resource management in an era of political nationalism. Thunderbird International Business Review, 61(3), 471-480. https://doi.org/10.1002/tie.21959
Kirton, G. (2020). Diversity and inclusion in a changing world of work. In Wilkinson, A. & Barry, M. (Eds.) The future of work and employment. (pp. 49-64). Edward Elgar Publishing.
Kubovcikova, A., & van Bakel, M. (2021). Social support abroad: How do self-initiated expatriates gain support through their social networks? International Business Review, 31(1). 1-15. https://doi.org/10.1016/j.ibusrev.2021.101894.
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Schuler, R. S., Jackson, S. E., & Tarique, I. (2011). Global talent management and global talent challenges: Strategic opportunities for IHRM. Journal of World Business, 46(4), 506-516 https://doi.org/10.1016/j.jwb.2010.10.011
Stahl, G. K., Brewster, C. J., Collings, D. G., & Hajro, A. (2020). Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM. Human Resource Management Review, 30(3). https://doi.org/10.1016/j.hrmr.2019.100708
Tarique, I., & Schuler, R. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of World Business, 45(2), 122-133. https://doi.org/10.1016/j.jwb.2009.09.019
Tavoletti, E., Stephens, R. D., Taras, V., & Dong, L. (2022). Nationality biases in peer evaluations: The country-of-origin effect in global virtual teams. International Business Review, forthcoming. https://doi.org/10.1016/j.ibusrev.2021.101969
Thite, M., Wilkinson, A., & Shah, D. (2012). Internationalization and HRM strategies across subsidiaries in multinational corporations from emerging economies-A conceptual framework. Journal of World Business, 47(2), 251-258. https://doi.org/10.1016/j.jwb.2011.04.012
Witt, M. A. (2019). De-globalization: Theories, predictions, and opportunities for international business research. Journal of International Business Studies, 50(7), 1053-1077. https://doi.org/10.1057/s41267-019-00219-7