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1 – 4 of 4Suchitra Ajgaonkar, Netra Ganesh Neelam and Judith Wiemann
This paper aims to represent an exploration of drivers of workforce agility under the lens of dynamic capabilities to advance the existing workforce literature on agility and…
Abstract
Purpose
This paper aims to represent an exploration of drivers of workforce agility under the lens of dynamic capabilities to advance the existing workforce literature on agility and strategic human resource management.
Design/methodology/approach
In-depth qualitative interviews with senior information technology professionals, managers, directors and leadership were conducted. Data coding and analysis followed the Gioia methodology to develop a theoretical framework.
Findings
The theoretical paradigm of workforce agility is seeing revisions. In the past it was solely connected to resource-based view theory, current literature superficially speaks of the link with dynamic capability but lacks comprehensive and strategic understanding. The research brings in the evolutionary change by viewing workforce agility directly under the lens of dynamic capability theory and recognizes workforce agility as a high-level strategy. Based on the analysis of the qualitative interviews this study has developed a conceptual heuristic of workforce agility drivers, interlinked with dynamic capabilities micro-foundations – “sensing”, “seizing”, and “continual renewal”. This paper conceptualizes workforce agility as a response to high pressures for the dynamic capability of the company, which requires reconfiguration and redeployment of external and internal human resources and an inherent need to bring some stability to the internal resources of the company.
Originality/value
There is a growing body of literature linking organizational agility with dynamic capabilities, which overlooks workforce agility. This study is theory-based research on workforce agility, which guides practitioners in making human resource processes more agile.
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Beke Vogelsang and Matthias Pilz
The purpose of this paper is to analyse the qualification measures of 12 German multi-national companies (MNCs), all of which are present in China, India and Mexico. In…
Abstract
Purpose
The purpose of this paper is to analyse the qualification measures of 12 German multi-national companies (MNCs), all of which are present in China, India and Mexico. In particular, the transfer of dual initial training practices and further training measures are investigated. It examines the impact consistent training strategies across national borders have emerged in German companies or local arrangements have developed despite identical internal influencing factors.
Design/methodology/approach
Because of its design, the focus is on the external factors that influence the companies’ training measures. However, an exploratory approach was followed. To pursue the research question face-to-face expert interviews were conducted with 46 training managers in 12 active companies in all 3 countries. The interviews were completely transcribed and evaluated using qualitative methods.
Findings
The analysis shows that it is not internal company factors but country-specific contextual factors that influence training measures and that companies cannot act in the same way worldwide.
Research limitations/implications
The study is based on 12 MNC and only analyses the blue-collar area. Therefore, it would have to be evaluated whether a similar analysis would result from a survey of other companies in different sectors or whether the differences in terms of training and further training measures would then be even greater.
Practical implications
The study supports the internationalization strategies of MNC by providing first-hand empirical results concerning recruitment and training of blue colour workers on an intermediate skill level. It gives evidence on the need of national adaptation in the process of transferring training cultures from countries of origin into the host countries. More attention must, therefore, be paid to external factors when developing and implementing training measures.
Social implications
The economic development in many countries includes an expansion of foreign investments. MNC provides employment and income for workers and their families. However, successful foreign investments also include sustainable recruitment and training strategies of the local workforce. The results of the study support policymakers to guide and support foreign companies to develop successful Human Resource Management strategies in the host countries.
Originality/value
This paper is original because due to the research design the internal factors are kept largely constant and the external influencing factors are singularly focused in detail. Therefore, this procedure makes it possible to investigate whether consistency training strategies across national borders have emerged in German companies or local arrangements have developed despite identical internal influencing factors.
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This paper aims to examine multinational companies’ (MNCs) international transfer strategies of German vocational education and training (VET) and examines the dynamics in the…
Abstract
Purpose
This paper aims to examine multinational companies’ (MNCs) international transfer strategies of German vocational education and training (VET) and examines the dynamics in the subsidiaries.
Design/methodology/approach
Methodologically, the study is based on expert interviews conducted in German headquarters. To complete the picture, the study also includes insights from expert interviews in subsidiaries in Mexico, India and China.
Findings
There is a mix of country-of-origin and geocentric strategic orientation. VET is “boiled down” and adapted in its contents, but headquarters and expats maintain the spirit of VET, i.e. its national agenda of technical hands-on competencies and pedagogical competencies. To achieve this MNCs introduce general guidelines. Convincing takes place by means of role models.
Research limitations/implications
The effects in the emerging economies differ regionally; these regional differences are not the subject of this contribution.
Practical implications
VET transfer comprises the implementation of its core spirit which produces participatory and emancipatory dynamics.
Social implications
Intercultural learning has to be sensitive to such dynamics.
Originality/value
The study contributes to research on international strategies of MNCs, focussing on skill development of the blue-collar study.
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Abhishek Behl, Manish Gupta, Angappa Gunasekaran and Zongwei Luo