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HRM decentralization and devolution have been highlighted as key HRM processes in organizations’ quest for increased flexibility. Although they have been extensively studied in the MNC and International HRM literature, they have mainly been examined on a separate basis, and their definition and operationalization have often been confused. Thus, we first clarify the difference between the two concepts by refining the definitions by Hoogendoorn and Brewster (1992), and then empirically examine how they are related.

The relationship between HRM decentralization and devolution is examined by means of a survey in a large multi-country sample of multi-unit organizations.

Regarding our clarification objective, we contend that devolution has to do with who takes responsibilities for HRM (i.e. line managers or HRM professionals) while decentralization refers to where HRM responsibilities are allocated (i.e. headquarters or increasingly local units). Regarding the relationship between the two concepts, the results show that higher levels of HRM decentralization are related to higher levels of devolution, but this association is attenuated in organizations with more powerful HRM departments.

The study contributes to theory and practice by disentangling, at the conceptual, operational, empirical and practical levels, two different but related HRM decisions (how much to devolve and how much to decentralize HRM) that organizations must make to efficiently cope with the characteristics of their own structure and competitive environment. It highlights the role of the relative power of HRM departments in how HRM responsibilities are ultimately distributed across the organization.

Presents a case study of the emergence and early stages of implementation of Queensland Education Department′s policy for devolution of responsibility to State Schools. Has four major purposes: to clarify the rhetoric by which the Department has developed and promoted its devolution policy; critically to examine the efficacy of the policy when it is “played out”, in “reality”, at the “school face”; to explore possible positive outcomes of the policy, potential impediments (within the Department and school community), and prerequisites to effective implementation; and to consider what is needed in pre‐service teacher education to enable future teachers readily to function in a school‐based organizational context. The “message” which emerges from these considerations is that stakeholders at all levels need to be vigilant observers, watching for inconsistencies as they develop, between the rhetoric and the reality of devolution policy in practice – in particular, “regression” towards centralized, bureaucratic control. Proposes an approach to a safeguard mechanism which could be applied at regular intervals. Poses questions at two levels: at the system level and at the level of the community at large.

The purpose of this paper is to focus on the different rationales for devolving people management responsibilities to the line and examine their consequences for the HR function and HR’s interactions with line managers and employees.

A model was developed and tested that describes how the rationale for devolving people management to the line influences the HR function, HR’s interactions with line managers and the quality of people management. Survey data were collected from 446 managers who reported that their organisations had devolved people management to the line.

Results indicate that devolution rationales are associated with distinct changes to the HR function’s strategic integration and size. These changes in the HR function are in turn associated with utilisation of line manager focused HR practices, HR’s business partner orientation and people management effectiveness.

The HR function should consider changes that refine job descriptions to include a clear statement of people management responsibilities, ensure performance appraisals incorporate an assessment of people management effectiveness and prioritise line manager training and rewards in an environment where line managers may be less than enthusiastic about their newly acquired people management responsibilities.

The study contributes to the devolution literature by outlining how the effects of devolution are tied to the rationale underlying devolution efforts. It suggests that the tendency to conceptualise devolution without reference to the reason why it is pursued may be contributing to the controversy over its consequences.

Few definitions in the HRM literature have reached as much consensus as the term “devolution”. However, devolution is a phenomenon that has been defined from the perspective of HRM specialists, with little or no contribution from middle managers. This paper seeks to explore what is behind the commonly shared definition of devolution, by examining not only the actual tasks that are being devolved, but also by trying to establish different degrees of devolution according to a number of dimensions.

An approach that facilitated the exploration of the extent of devolution and impact on middle managers' perceptions was required. A qualitative approach was adopted. Specifically, a case study of a hospital in Spain was undertaken. The research methods included in‐depth interviews, participant observation and internal documentation.

The findings emphasize the importance of reflecting on the reality and the rhetoric of devolution. The results indicate that it is worthwhile to break down the concept of devolution into dimensions (tasks and responsibilities, decision‐making power, financial power and expertise power) and to specify what dimensions are devolved.

There is a clear difference between the rhetoric of devolution and what actually happens in practice. In order to distinguish between those organisations that go beyond the rhetoric of devolution, it is important to differentiate between the devolution of tasks and the devolution of decision‐making power and autonomy in order to undertake these tasks. This differentiation facilitates the identification of those companies which display superficial levels of devolution and take steps to advance the process.

This paper questions the traditional definition of devolution. It proposes a new definition of devolution based on the identification of various dimensions and incorporates the perspectives of all the actors involved in the process.

The main purpose of this study is to evaluate the performance of local governments in Pakistan through citizen’s satisfaction with local public service delivery in the context of the 2001 devolution plan.

Multiple-choice models are used to identify various determinants of citizen satisfaction from local governments. Demographic and socio-economic characteristics of the citizens such as age, gender, profession, education level, social status, geographical location and devolution policy (absence or presence of local government) are possible determinants of the model. While, the dependent variable is a satisfaction index constructed through exploratory factor analysis, using information obtained through a questionnaire.

The devolution policy variable is found to be statistically significant, indicating that people’s satisfaction level declined significantly when the devolution plan was rolled back. The impact of demographic and socio-economic variables on citizen satisfaction with local government is also found to be statistically significant in a majority of cases. Results indicate that people living in urban city districts are comparatively more satisfied than inhabitants of rural areas. Heterogeneity in satisfaction is found across different provinces, suggesting the need for institutional and political reforms. Moreover, people from a lower social status are more satisfied, indicating that the devolution process is in the right direction as far as reduction of income disparities is concerned.

The results suggest that there should be more provincial autonomy and national cohesion that will result in better understanding of the needs of federating units keeping the regional affiliation aside. Financial autonomy will give more resources, generate confidence and make the federating unit accountable. A decentralized set up will reduce the dependence of provinces on the center, which will allow the center to concentrate more on the national issues. However, the problem is how to materialize this and execute an efficient decentralization process in Pakistan.

This research is based on primary data collected by UNDP to conduct a social audit of local governments in Pakistan. No other research has been conducted in Pakistan to evaluate the performance of local governments using citizen satisfaction.

Coopetition is a well-studied phenomenon in traditional enterprises. However, it lacks deepening in the social sphere, specifically on hybrid organizations (social and commercial goals). This paper analyzes the configuration of coopetition strategies in social enterprises and how these strategies can improve social value devolution.

The authors conducted a multicase study with Brazilian social enterprises and a social incubator. Semistructured interviews with founders of the social enterprises and the president of the incubator were the primary sources of evidence, supported by observations and secondary data.

The authors identified four main findings: (1) the social incubator induces coopetition among social enterprises; (2) coopetition is necessary to improve market performance; (3) coopetition is a natural strategy resulting from the activity of the social enterprise; (4) the behavior and context of social enterprises generate a new framework for coopetition formation. This framework comprises three stages of value: a social cooperation level to co-creation of value; second, a social competition level to the appropriation of value; and the third coopetition-balanced level to social value devolution.

The authors advance knowledge on coopetition in an exciting, underexplored context, social entrepreneurship. The authors highlight that the coopetition nature and outcome in social enterprises have specificities compared to traditional businesses. The authors also improve the understanding of social value devolution based on simultaneous cooperation and competition among small social enterprises, allowing theoretical and practical implications. Thus, they advance the recurring discussion in coopetition literature beyond the generation and appropriation of value.

Devolution of human resource management to the line managers is an area that has received ample research attention, yet it remains a relatively unexplored area in the Indian context. Some researchers have examined the nature of devolution in India, but there is still a dearth of studies that establish the devolution‐organizational performance link. Thus, this paper study is carried out to explore the above link in the Indian context.

The paper is based on primary data obtained through a structured research instrument from senior human resource executives of top ranking companies in India. Scale unidimensionality, reliability, and validity were assessed.

The structural equation modeling capabilities of LISREL 8.50 are employed to assess the relationship between devolution and organizational performance. It is found that the structural model fits the data well. The model shows that devolution has a significant direct and positive impact on organizational performance.

The research instrument developed for the above study has been tested in the Indian context only. It needs to be tested and cross‐validated on other samples indifferent settings, cultures, and countries to further test its unidimensionality, reliability, and validity.

The paper has implications for both academicians and practitioners because it explores a largely untouched upon area in the Indian context.

The paper is unique in the sense that it develops a reliable and valid instrument for measuring devolution and then explores the devolution‐performance link.

Addresses the persistent tension that exists between centralized, as opposed to decentralized (devolved), structures of school governance. Examines the claims made in the literature for the positive benefits of devolution and conversely for its negative outcomes, and proposes some more realistic expectations. Focuses on the relationship between devolution and improved teaching and learning. Contributes to future research by providing a detailed analysis of the meaning of devolution and proposes a preliminary research paradigm with a special focus on the variables likely to have a direct effect on student learning outcomes. Calls for a co‐ordinated international programme of research into the effects of devolution under the leadership of the Commonwealth Council of Educational Administration

Decentralization is a widespread and international phenomenon in public administration. Despite the interest of public management scholars, an in-depth analysis of the interrelationship between two of its forms – deconcentration and devolution – and its impact on policy and management capacities at the local level is seldom investigated.

This article addresses this gap by examining the implementation of deconcentration and devolution processes in France and Italy in the cultural field, combining the analysis of national reform processes with in-depth analyses of two regional cases. The research is the result of document analysis, participatory observation and semi-structured interviews.

The article reconstructs the impacts of devolution and deconcentration processes on the emergence of policy and management capacity in two regions (Rhone-Alpes and Piedmont) in the cultural sector. The article shows that decentralization in the cultural sector in France and Italy is the result of different combinations of devolution and deconcentration processes, that the two processes mutually affect their effectiveness, and that this effectiveness is deeply linked to the previous policy and management capacity of the central state in a specific field/country.

The article investigates decentralization as a result of the combination of deconcentration and devolution in comparative terms and in a specific sector of implementation, highlighting the usefulness of this approach also for other sectors/countries

This article examines the reallocation of human resource management responsibilities from HR specialists to line managers in UK public sector organisations in an increasingly regulated working environment. It uses evidence about the extent and scope of HR devolution in a large unitary city council, the British Library and a county probationary service. Based on the perceptions of senior managers, middle managers, HR specialists and the trade union representatives, it specifically explores: the issues devolution raises about the HR responsibilities of line managers; the experience of HR devolution in the public sector; and the impact of a more externally regulated and litigious workplace on continuing devolution.