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This paper aims to bridge the literatures on social enterprises and human resource management to examine the recruitment practices, specifically the recruitment channels, which are used by social enterprises to attract workers and how and why these practices differ from those used by more mainstream organizations.

It uses the cross-case analysis approach and evaluates four different social enterprises in Thailand. These four social enterprises are located in different industries, including food and beverages, textiles and garments, printing and publishing and entertainment and media. The case study evidence draws on semi-structured interviews, field visits and observations and a review of archival documents and Web resources.

Through these case studies, this paper proposes that social enterprises typically use sub-stream or alternative recruitment channels that differ from those used by more mainstream organizations to attract qualified workers whose beliefs and attitudes are consistent with the objectives of social enterprises, to avoid severe competition in the labor market and to foster the internal development of their employees over time.

One limitation of this research is its methodology. Because this research is based on case studies of four social enterprises across industries in Thailand, it does not claim generalizability to all social enterprises and their recruitment channels. Rather, the results of this research should lead to further discussion of how and why social enterprises are able to recruit qualified candidates, solve financial and human resources constraints and survive severe competition among organizations in the labor market.

This paper also provides managerial implications for human resources practitioners, founders and top managers of social enterprises, not only in Thailand but also in other countries across the globe. First, these human resources practitioners, founders and top managers can use sub-stream or alternative recruitment channels to recruit employees to their social enterprises because these channels should help them attract qualified candidates whose beliefs, attitudes, knowledge, skills, experience and work performance fit with the philosophy and objectives of social enterprises. Second, they can use mainstream recruitment channels only when they have sufficient budgets to support this activity because these channels are expensive and may not support the dual missions of social enterprises. Third, they may attempt to search for an alternative source of potential employees, such as the blind and the disabled, to alleviate the problem of skill shortages at the occupational level and at the national level as a whole.

This paper provides policy implications for the government of Thailand and the governments of several other emerging market economies where the problem of skill shortages is particularly severe. Specifically, these governments should pay attention to solving the problem of occupational-level skill shortages to alleviate severe competition among several types of organizations in the labor market.

First, the findings in this paper extend the literature on human resource management, specifically on recruitment and selection practices, regarding how and why small and emerging organizations such as social enterprises can compete with mainstream organizations to survive severe competition in the labor market. Second, this paper contributes to the literature on social enterprises, specifically regarding how social enterprises resolve the issue of financial constraints to access skilled employees whose identification is consistent with the objectives of social enterprises. Finally, social enterprises in the under-researched country of Thailand are frequently overlooked in the literature. The four social enterprises in this paper are located in a variety of industries, including food and beverages (the Doi Tung Development Project and Doi Chaang Coffee), textiles and garments (the Doi Tung Development Project), printing and publishing (Butterfly Publishing House) and entertainment and media (Payai Creation). These industries, especially the printing and publishing industry and the entertainment and media industry, are also understudied in the literature on human resource management.

The purpose of this paper is to further the understanding of the link between human capital and strategy across hierarchies.

Using data on personality traits as a proxy for strategy implementation success, empirical data included 1,738 Operational Personality Questionnaire personality traits assessments in one large multinational firm. Respondents spanned from top-management to white-collar employees. Besides personality traits, measures include employment level and employment status. In addition, a total of 43 interviews were performed on the employee-level, with middle managers, with senior managers, and with executive-level managers.

After a strategic shift, successful implementation of a human resource management (HRM) strategy decreased down through the hierachies. This has implications for a firm trying to realign its resources to a new strategy. If the strategic shift is large, this will pose a great problem as human capital further down in the hierarchy will not be aligned to the new strategy, but rather be aligned to the old strategy.

The findings are discussed using the concept of the strategic centre of gravity. The authors elaborate on the concept in terms of the origin, mass, and inertia of the strategic centre of gravity.

A successful strategic shift in this sense will to a great extent depend on how successful the implementation is at lower levels of hierarchy, thus pointing to the importance to considering this when designing and pursuing strategic change.

The research contributes to the HRM literature by furthering the understanding of aligning human capital on different organizational levels to strategy and by developing the concept of the strategic centre of gravity.

The purpose of this paper is to identify what attention science pays to CSR communication for the process of career orientation and employer decision-making by the critical sought after top talent.

The review is structured as a systematic literature review of the CSR–HRM intersection. In 11 EBSCO online databases one of several “CSR-terms” was combined with one of several “HRM-terms”.

Although CSR has long been recognized as a relevant factor for organizational attractiveness (Greening and Turban, 2000) and talent attraction and its importance is reflected in the ongoing “war for talent” (Chambers et al., 1998) in which (prospective) leaders are considered a critical human resource for corporate success (Ansoff, 1965), few contributions are focusing on successfully recruited future leaders/high potentials.

There is a knowledge gap about the importance of CSR in high potential recruiting, which influences both resource-strong decisions on the company side and the communication behavior of applicants. Companies only know about a general CSR relevance for employees and applicants. Accordingly, no attention-optimized CSR communication can take place. In the highly competitive battle for the attention of high potentials, this leads to undifferentiated communication formats. At the same time, high potentials may not receive the CSR information of interest to them from an employer at the relevant time and therefore cannot present an optimal fit in the cover letters and thus cannot prove themselves as ideal candidates.

CSR is not only an obligatory field of communication for companies, but also a special opportunity in recruiting the young value-oriented generations Y and Z. The research on CSR communication in the course of their career decision has not been covered in a review so far, the research situation is thus explicitly addressed for the first time and practical implications for the post COVID-19 employer brand and recruiting communication are addressed.

The Internet and social media have fundamentally transformed the ways in which individuals find jobs. Relatively little is known about how demand-side market actors use online information and the implications for social stratification and mobility. This study provides an in-depth exploration of the online recruitment strategies pursued by human resource (HR) professionals. Qualitative interviews with 61 HR recruiters in two southern US metro areas reveal two distinct patterns in how they use Internet resources to fill jobs. For low and general skill work, they post advertisements to online job boards (e.g., Monster and CareerBuilder) with massive audiences of job seekers. By contrast, for high-skill or supervisory positions, they use LinkedIn to target passive candidates – employed individuals who are not looking for work but might be willing to change jobs. Although there are some intermediate practices, the overall picture is one of an increasingly bifurcated “winner-take-all” labor market in which recruiters focus their efforts on poaching specialized superstar talent (“purple squirrels”) from the ranks of the currently employed, while active job seekers are relegated to the hyper-competitive and impersonal “black hole” of the online job boards.

There are many human resource challenges facing China's hotel and tourism industry. The key issues are: the lack of qualified staff at both operational and managerial levels, high staff turnover rates, the unwillingness of university graduates to enter the industry, and the gap between what is taught in school and college and the realities of the industry itself. The aim here is to explore these issues by interviewing industry executives and academics and via the authors' own experiences of teaching and research in China. It is hoped that these issues will be noted by the Chinese government and by industry leaders, and academics, as it will take a collaborative effort to address them.

In 1998 and 1999, the Office of Student Financial Assistance of the Department of Education and the Patent and Trademark Office of the Department of Commerce, were designated as Performance-Based Organizations (PBOs), respectively. This paper examines the transformation progress of the agencies, as they attempt to convert to high-performing organizations by utilizing and establishing new and more flexible systems of performance-oriented business practices and processes.

The paper compares and contrasts the different approaches and tools used to improve management and organizational performance, as well as concentrate on human resources, procurement, budget, customer service, and internal controls. The document explores whether or not these agencies have improved their performance as a result of these flexibilities and examines the organizational and cultural challenges encountered as the agencies move from a restrictive and bureaucratic system, to a more liberal system of management and internal controls.

The Performance-Based Organizations (PBOs) concept is to have federal agencies focus on the customer, deliver high quality products, and devise more efficient operations. Therefore, the paper further examines whether or not the PBO legislation has been effective in changing the performance of federal organizations by granting administrative and managerial flexibilities aligned with corporate (agency) strategies, performance, and pay.

The purpose of this paper is to understand if and how the adoption of an open innovation (OI) strategy, that is acquiring externally developed knowledge, influences the innovation performance of firms and how this relationship is moderated by the recruitment of highly educated employees and the implementation of employee training activities.

The authors conducted an analysis based on the results of the 2010-2012 Italian Innovation Survey and considered only manufacturing firms. Accordingly, the econometric analysis was based on 2,836 firm-observations.

The study reveals that acquiring externally developed knowledge positively affects the innovation performance of firms. Additionally, while the moderation effect due to recruiting highly educated employees is not statistically significant, the implementation of training activities negatively moderates the investigated relationship.

The present research confirms the positive effects of the adoption of OI strategies on the innovation performance of firms and, additionally, shows that implementing employee training activities may negatively influence the abovementioned relationship.

The present study suggests that firms acquiring externally developed knowledge should be careful in performing employee training activities, since they may hinder the positive effects of adopting OI strategies.

This study contributes to the OI literature, by showing the positive effects of the acquisition of externally developed knowledge on the innovation performance of firms and by analysing the moderating role of human resources management practices, which is an aspect scantly discussed in the literature.

The purpose of this paper is to investigate how rapid tourism growth in Macao affected local small and medium-sized enterprises (SMEs). The liberalization of the gaming industry to multinational corporations (MNCs) in 2002 led to a sevenfold increase in foreign direct investments (FDI) in Macao.

A survey grounded in issues concerning how SMEs adapt to the effects of FDI in Macao was carried out by interviewing managers of local SMEs, MNCs and an SME association. Information from various published sources was also consulted to complement and update the analyses.

Findings revealed that the emergence of investments by MNCs in Macao brought favorable and unfavorable effects to local SMEs. Local SMEs were challenged in terms of recruiting and retaining human resources, given the attractive salaries and training offered by MNCs. Equally challenging for local SMEs was the effect of economic growth on the costs of property space in Macao’s small territory. However, local SMEs have advantages when collaborating with MNCs as the former serves as important partners in networking. Local SMEs can collaborate quicker with their network of local stakeholders which MNCs lack and need. The government and various stakeholders will need to continue their role in developing the capacities and capabilities of local SMEs.

The research study has important public policy implications on structuring the foreign labor and property needs of local SMEs.

This paper provides insights on the challenges SMEs in small-open economies experience during rapid tourism growth fueled by MNCs, and some policy recommendations are proposed.

This study aimed to develop an adapted collaborative governance model for aviation human resource development in Indonesia's approved training organisations (ATO), considering the expected changes in the industry due to advanced technologies. The model, based on Ansell and Gash's approach, emphasizes multi-stakeholder collaboration to ensure workforce development aligns with industry and regulatory standards and accommodates technological advancements.

Qualitative methods, such as in-depth interviews and focus group discussions, were employed to collect and analyse data.

The results indicated that collaborative governance is a valuable tool for cultivating competent human resources and facilitating industry improvement in the face of rapid technological change.

The proposed model contributes significantly to the field by promoting inclusive and effective human resource development through the Centre for Aviation Human Resource Development (CAHRD), thereby preparing the Indonesian aviation industry for the impact of advanced technologies. Furthermore, this study contributes to the enhancement of Ansell and Gash's collaborative governance theoretical framework by effectively addressing its empirical gaps concerning vocational education and training challenges within Indonesia's air transportation sector.

The purpose of this paper is to extend the current understanding of human resource management (HRM) challenges facing franchise businesses.

A qualitative investigation, including eight in-depth interviews and 66 semi-structured interviews with various franchise stakeholders as well as 42 participant observations, was conducted in North America to answer the research questions.

Six major conclusions emerged from the conceptual and empirical work. The findings, for instance, reveal that human resources in franchise businesses lacks in motivation and skills, and franchisees’ distance from the ideal mix of autonomy and risk-aversion determines psychological and financial distress in the system.

The findings suggest that when firms choose the franchising path as a means of leapfrogging resource constraints, they will experience new and more challenging HRM complications for several reasons. Therefore, decision-makers at both franchisor and franchisee firms need to address these new HRM challenges proactively by recognizing their possibility and emergence and by engaging in cooperative learning with one another.

While HRM practices can “make or break” franchise systems, some important research questions still remain unanswered in this context. In an attempt to narrow this gap, and using a qualitative approach, this work identifies and classifies the key HRM challenges facing the franchise industry. Based on the finding, a conceptual model is proposed and discussed.