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This paper aims to study the impact of human resource heterogeneity on firms’ cash-holding policies.

The authors construct a proxy for human resource heterogeneity using the dissimilarity in employees’ skill structure between the firm and its peers in the same industry.

The authors report evidence that firms with heterogeneous human resources hold more cash than other firms. This effect is more pronounced in labor-intensive firms and firms more susceptible to hold-up by employees, i.e. firms located in regions with more labor disputes and firms surrounded by more external employment opportunities. In addition, the authors demonstrate that high cash holdings triggered by human resource heterogeneity reduce the scale and efficiency of firms’ capital investment.

This study highlights the role of human resource heterogeneity in determining firms’ cash policies. This paper adds to the understanding of labor adjustment costs within the firm and provides insights into firms’ cash-holding decisions.

The purpose of this study is to examine how the experience of the top management team (TMT), such as industrial experience and functional experience heterogeneity, affect corporate social performance (CSP) and whether TMT faultlines act as a moderator.

To examine the effect of TMT experience on CSP, this study uses upper echelons theory as theoretical background, and data are selected from 212 Chinese high-polluting companies with A-shares from 2012 to 2016. The dependent variable is lagged by one year from 2013 to 2017.

Industrial experience both positively influenced CSR and negatively influenced corporate social irresponsibility. Functional experience heterogeneity had an inverted U-shaped effect on responsible behaviors and a U-shaped effect on irresponsible behaviors. Meanwhile, TMT faultlines played a moderating roles in the relationship between TMT experience and CSP, in which faultlines reinforces the non-linear relationship between functional experience heterogeneity and CSP.

The existence of impact paths between TMT experience and corporate social performances must still be examined. Other moderators need to be verified.

The important ways to promote more corporate responsible behavior and reduce irresponsible corporate behavior is to choose the right team members. During team formation, it is important to have experience in related industries and select team members with different functional experiences. Companies can consider hiring executives who tend to work together and have relevant experience, which can reduce the time cost of unnecessary conflicts.

This study combined the upper echelons theory with some attention perspectives to study the impacts of TMT experience on CSP.

The purpose of this paper is to explore the underlying asymmetries in training evaluation practices of call centre (CC) firms based on their “in-house” and “subcontractor” ownership heterogeneity.

The data for this qualitative inquiry were collected from key informants of 13 different CCs in Pakistan through semi-structured interviews.

The findings revealed various asymmetries in training evaluation practices among in-house and subcontractor CCs based on five different dimensions of two renowned training evaluation frameworks.

Training evaluation professionals can benefit from training evaluation methods identified in this study for measuring training evaluation practice and advancing future research.

This study has theoretically contributed to the existing research on firm heterogeneity and human resource management by focussing on training evaluation practices in CCs.

The purpose of this paper is to provide evidence regarding the contributions of ambidextrous workforces as a source of value for dynamic companies and organizations facing emerging market turbulence.

Using structural equation modeling, the paper analyses the data collected via a semi-structured questionnaire administered to a sample of 1,227 employees from 37 Italian small- to medium-sized enterprises to investigate the effect on companies’ economic performance of ambidextrous workforce-related elements such as study background, previous work experience, work flexibility and soft capabilities.

The research shows that multidisciplinary human resources’ study background, previous human resources’ work experience and human resources’ soft capabilities are positively linked to companies’ return on sales, providing indirect evidence about the role of ambidextrous workforces in supporting companies facing emerging market turbulence.

The research demonstrates the relevant role of human resources in supporting companies to better align themselves to the emerging social and economic variety.

Discussions about transferring human resource practices across national borders inevitably raise the question as to whether practices in different countries will converge on a common model or whether they will be characterized by continued divergence. The convergence hypothesis is a product of the landmark study by Kerr, Dunlop, Harbison, and Myers (1960), who sought to understand the forces shaping national industrial relations systems by analyzing the experiences of national economies at various stages of industrialization. They predicted a convergence of practices as industrial societies adopted plural market economies in which major actors shared beliefs about the nature of industrialism, the efficacy of the market economy, and the need for mechanisms to reconcile the interests of employers, the public, and workers.

The aim of this chapter is to ascertain the degree to which a training policy developed through corporate training centers is recognized as a source of competitive advantage for attracting, developing, and retaining valuable staff. The fieldwork is based on a survey of Human Resource (HR) managers from 66 cooperatives of the Spanish Mondragon cooperative group. The empirical test carried out confirms that Mondragon's training policy, backed up by its corporate training centers, is perceived by HR managers as a tool that provides advantages to attract, develop, and retain valuable human resources. The results also suggest that those advantages are more moderate than has been cited in classic literature on Mondragon. The results of this study can be helpful for the growing number of companies choosing to create and reinforce corporate training centers. The link between training policy and the perceived ability to attract and retain valuable employees showed in this case can also be helpful for other companies that, as Mondragon, face limitations in wage policy. This chapter contributes to the literature on the educational fabric of Mondragon adding updated empirical evidence and incorporating the point of view of HR managers of the group's cooperatives. With respect to the contribution of this chapter to the literature on training policy, the chapter's findings, in particular those regarding the effect of training on worker attraction and retention, add empirical evidence to the few studies on the subject.

Governance is becoming an increasingly important concept in European theoretical debates and in political practice as a new way to manage public policies, since the public sector reforms in the 1980s. However, the debate in Latin America has different characteristics than in Europe, so it is necessary to provide a critical review of the proposed agenda for the transformation of the state in the region, and of the transfer of the concept of governance by multilateral agencies. To understand these changes, this chapter examines three key areas of reforms in Latin America and the privatization of public services, new social policy proposals, and the decentralization process. This will help us understand the tension between normative models and specific patterns of governance that prevail in Latin America.

The purpose of this paper is to review and critique the existing literature on entrepreneurial teams (ET) by taking a multi-disciplinary viewpoint and provide a future research agenda based on the identified themes and trends.

A systematic literature review (SLR) was undertaken using “business source complete”. Further scrutiny and application of exclusion criteria led to a final sample consisting of 139 papers from 27 different journals belonging to not just entrepreneurship and strategic management but also other disciplines like OB, finance, sociology, psychology, etc. Using qualitative thematic analysis, the authors identified 11 major themes.

The paper reviews both the eleven themes and the linkages between the themes. Thereby identifying areas that have been understudied and those that have received comparatively more attention. The review revealed that the research stream possesses certain conceptual and methodological concerns apart from its cross-sectional and primarily bivariate nature. Five such main concerns have been identified and discussed in detail. Other elements of the resulting research agenda include calls for more clinical process-oriented research, further attention to context, shifting the level of analysis, and a need to integrate across disciplines.

This paper incorporates a broad insight of ET across academic disciplines to show how future contributions could benefit by incorporating research from other fields. In doing so, provides a starting point for more nuanced discussions around the interrelationships between the different conversations that are taking place in the ET literature.

This paper seeks to suggest that the responsible management of the growth process can prevent the organization from becoming “too big to fail”. Moreover, responsibly managing growth enhances the organizational propensity to experience healthy longevity.

Four growth‐related challenges provide the basic framework that organizes the discussion and inspires the main dimensions that make up the responsible management of growth.

Responsibly managing growth comprises providing responsible responses to the growth challenges. It encompasses nurturing continued value creation; performing responsible risk management; securing value capture for the businesses (profits) and for the organization as a whole (legitimacy); performing systematic scanning of the environment; responsibly reacting to external pressures, preferably in anticipation of upcoming changes; sustaining the firm's integrity, in face of increasing diversity; and equipping the organization with the right amount and variety of skills at the right time.

Management should keep under close scrutiny the growth challenges and develop systematic procedures to check the impact of decisions and actions on the growth challenges.

The paper advances the notion that organizations exhibit a dual nature. Growing organizations can develop a potential ability to renew and self‐perpetuate; but they can also sow the seeds of their own destruction.