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This study extends the understanding of the context of IHRM headquarters as one of the top management groups (TMGs) through the application of both upper echelons theory and contextual theory.

Semi-structured interviews were conducted with senior Israeli HR managers from international advanced-technology companies.

This study expands on theory by explaining how contexts act as constraints or opportunities for IHRM headquarter professionals as TMGs. The organizational context in which the IHRM headquarters take part is based on two themes: organizational structure and shared values. This is followed by the context of IHRM headquarters that includes two foundations for integration: strategic IHRM and trust. Finally, integration is derived from two themes: collaborative behaviors and electronic HRM.

This research has yielded a theoretical framework, which makes progress toward developing an integrative paradigm between IHRM headquarters' behavioral integration and organizational features. The paper presents a valuable “toolkit” for facilitating internal integration in IHRM headquarters.

The purpose of this paper is to implement the concept of the “political iceberg” and to investigate its hidden or submerged part comprised of motives and latent triggers lying behind leaders’ political behavior, and which remains almost unexplored. Specifically, drawing on the abundant literature at the intersection of leadership and organizational politics, the authors examine – what drives leaders to engage in political behavior?

Public sector organizations are characterized by a high level of organizational politics and are therefore suitable for this research. A semi-structured interview formed the main data-gathering instrument. The authors conducted interviews with 14 leaders across public sector organizations. The findings are based on a qualitative analysis of the interviews.

Two key themes were analyzed: leaders’ motives to engage in political behavior to achieve corporate interests; leaders’ motives to engage in political behave or for personal interests. On the one hand, motives for political behavior are directed toward the general good, such as accomplishing organizational goals, attaining resources and managing change. On the other hand, motives to engage in political behavior may focus inter alia on such, personal interests as one’s career in the organization, gaining an advantage or other self-interests.

To date, research has focused primarily on the visible tip of the political iceberg. This study is part of a new stream of qualitative studies of political behavior. To gain a complete picture of organizational life, this study focuses on the hidden side of the political iceberg and has revealed the motives for political behavior.

In banking services, trust is crucial to any relational exchange situation. Using the example of Israeli banks, the main research question driving this paper is – What are the reasons for trusting or not trusting banks? To date, few studies have examined the reasons of ongoing low trust during so-called “normal times”.

This paper is unique in approaching the study of customer trust in banks through qualitative analysis by using the interdisciplinary trust approach.

The results offer important insights regarding situational normality, structural assurance and customers’ tendencies to trust the bank. The insights about trust derived from this complicated relationship between customers and banks reveals that customers grow dissatisfied and their level of trust consequently decreases when they perceive an imbalance in the exchange relationship with their bank.

This study provides novel insights into hidden attitudes and feelings behind each component of trust beliefs in the bank–customer trust relationship through interdisciplinary trust perspective.

The purpose of this paper is to present a scale for measuring internal integration within human resource management (HRM) departments, which is developed and validated in this paper. Thus far, no valid, comprehensive operational instrument for measuring HRM internal integration has been introduced in the literature.

The scale items were developed on the basis of a qualitative analysis. The authors recruited 233 HRM professionals from 29 organizations to participate in the survey. In this paper, the authors present evidence of content validity, internal consistency reliability and construct validity that provides support for the use of an HRM internal integration scale. Exploratory factor analysis was conducted to determine the underlying factors that comprise HRM internal integration, while confirmatory factor analysis was used as a confirmatory test of the scale.

The results of this study led to the development of a standardized 34-item instrument that can be used for measuring HRM internal integration.

The use of the scale opens up a new research avenue by focusing on the nature of integration processes, particularly within HRM systems. The scale will allow studies to be compared across various contexts.

This paper aims to understand how the organizational political climate as a contextual antecedent contributes to individual engagement in political behavior; and the moderating role of organizational commitment and trust in local government organizations.

A mixed methods integration and an explanatory-sequential mixed methods design were used. Data were collected from 217 managers and employees, and 16 interviews were conducted. Data were collected in sequence, and the quantitative results were explained by the qualitative data.

The results suggest that political climate is related to political behavior and that both trust and affective commitment are negatively related to political climate. Trust moderated between political climate and political behavior. However, affective commitment moderated by the political climate and political behavior only for women. The qualitative results suggest that men perceive organizational politics as having more positive outcomes than women.

Human resource practitioners and managers can use this model to gain insights into their organizational political climate and to implement practices that will foster a climate that is functional and positive and which will cultivate a positive subjective experience in the workplace for their employees.

The mixed methods design for studying the contextual-organizational antecedent (perception of political climate) for politicking and individual engagement in political behavior may serve to expand the theory of organizational politics.

This study aims to reveal the necessary human resource management (HRM) teamwork processes for achieving HRM integration.

A research survey was carried out among 233 HRM professionals from 29 HRM teams.

The findings revealed significant correlation between formal HRM aspects of HRM teams (HRM goals and strategy, formal communication and formalization) and informal HRM aspects (perceived proximity and trust). Another significant correlation was found between trust and HRM integration. Also, trust fully mediated the relationship between informal communication and centralization, on the one hand, and HRM integration, on the other.

The study contributed to the understanding of formal and informal aspects of HRM team (HRMT) processes.

The shift from the traditional audit towards performance audit implies that internal auditors in the public sector function as change agents who underpin the fundamental change process. This paper aims to propose a model that identifies the determinants of organisational change in the public sector that result from internal auditing and the way internal auditors facilitate it.

The conceptual discussion of this paper is based on a review of relevant literature, both practical and academic.

This paper develops an innovative model that describes the factors leading to auditees’ change readiness after undergoing internal audit processes. The independent variable is audit information quality and the dependent variable, organisational change. Auditees’ perceptions is the mediator variable, and accessibility to audit information is the moderator variable.

The proposed model suggests the advantages that can be gained by audit-related services, which in turn will add value to the organisation. The relationships between the variables inform practitioners on how to support effective audits as a means of increasing performance and influencing organisational change.

As the paper offers an innovative model, it may open up new research areas in internal auditing that can be studied by using both qualitative and quantitative methods.

This study identifies predictors of customers' trust in banks at both the banking system level and toward individual banks. A mixed methods technique is utilized which combines both customers' and bankers' perspectives.

The study utilizes mixed methods, including a questionnaire survey of 1017 bank customers from retail banks, together with qualitative research derived from ten interviews with Israeli bankers.

The quantitative study shows that transparency is mediated between perception of price fairness and integrity of the banking system level and trust toward individual banks. Customer satisfaction was found to be a mediator between integrity of the banking system and trust in the individual bank. Qualitative analysis of interviews with bankers yielded six themes: integrity, transparency, price perception, service, bank image and regulation.

This study adumbrates specific aspects of the banking system and of individual banks. Cultural differences pertaining to trust might validate the findings when the study is replicated in other countries.

Since customers are universally considered as key bank stakeholders, insights are provided concerning determinants at the banking system level and toward individual banks, both crucial to explain trust. From both managerial and policymaking perspectives, this study contains valuable practical implications.

The purpose of the study is to develop a deeper understanding of the construct “integration within the HRM subsystem”. The study attempts to shed light on the conceptual perspective, the characteristics of this construct as well as the meaning and the mechanisms of internal integration within a HRM subsystem.

The procedure involves three main steps: first data reduction followed by data display and conclusion drawing/verification. Semi‐structured, face‐to‐face interviews with 21 vice‐president HRM managers and senior managers were conducted. The average time of the interviews was 60 minutes.

The findings revealed a model composed of HRM infrastructure (HRM cooperative policy, integrative core competence, and integrative technological infrastructure), internal communication process (formal and informal) and integrating process (consistency of HRM practices at the subsystem and individual levels). The first two categories are related with the dependent category‐integrating process.

HRM subsystems should develop their integrative technological infrastructure so that they can have a wide‐ranging view about their activities. Also, informal mechanisms may enhance the integrating process, as well as the formal mechanisms. Thus, managers should support and encourage the informal climate, and facilitate especially on informal communication.

The findings suggest a new approach for analyzing the integration process within an organizational HR sub‐system. On the one hand, the continuity of integration demonstrates how each category may contribute to the integration process on a high level. On the other, the low level of each category illustrates the opposite side of integration.