Cross-Border Staff Mobility: A Comparative Study of Profit by C. Adick, M. Maletzky, L. Pries, B. Gandlgruber

By C. Adick, M. Maletzky, L. Pries, B. Gandlgruber

The e-book addresses numerous learn gaps within the learn of firms and barely analysed components similar to the non-profit quarter (NPOs). It combines methods from HRM, enterprise reports and corporation study, and contains micro- and macro-perspectives on corporations and associations through the use of situational and neo-institutionalist frames.

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Extra info for Cross-Border Staff Mobility: A Comparative Study of Profit and Non-Profit Organisations

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Various efforts have been made to categorise economically important institutions as business systems (Whitley, 1999), varieties of capitalism (Hall and Soskice, 2001) or an ‘effet sociétal’ and a result of societal differences (Maurice, 1980). To explain HRM strategies and practices, Budhwar and Sparrow (2002) developed an integrated framework that emphasises the importance of Cross-Border Mobility 27 societal institutions in addition to other macro-level influences such as culture, the industrial sector and the business environment.

Profession as a societal institution is very strong in Germany, with its dual vocational training system, whereas other societies take a more general approach to learning and training on the job. Another institutional aspect is related to the organisational logic of coordinating activities. In terms of organisations being considered as institutions, the specific norms of labour-related behaviour are defined by the organisation itself – not by the market, the public regime or the logic of professions.

Because expatriates in NPOs are seen as different, particular training programmes focusing on the special working conditions are needed (Chang, 2005). Suzuki (1998) focused on the tensions between central management and field implementation as part of these conditions. Such tensions arise because of target groups, which ‘differ in respect to their cultures, views, interests, concerns, and so forth’ (4). In addition, Suzuki problematises the relationship between expatriate staff and field staff because the assigned workers find themselves in a privileged situation in terms of salary, status of authority and security of employment.

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