By C. Adick, M. Maletzky, L. Pries, B. Gandlgruber
The booklet addresses a number of examine gaps within the research of enterprises and infrequently analysed components similar to the non-profit quarter (NPOs). It combines techniques from HRM, enterprise stories and business enterprise learn, and comprises micro- and macro-perspectives on organizations and associations through the use of situational and neo-institutionalist frames.
Read or Download Cross-Border Staff Mobility: A Comparative Study of Profit and Non-Profit Organisations PDF
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Extra info for Cross-Border Staff Mobility: A Comparative Study of Profit and Non-Profit Organisations
These mobility patterns are systematically related to the institutional environments of Germany and Mexico. The third desideratum is related to the object of study. As noted previously, research on intra-organisational staff mobility has been mainly a topic of business studies, so for many scholars staff mobility was synonymous with staff mobility in FPOs. , humanitarian aid, international migration, cross-border environmental and peace movements, corporate social responsibility, transnational labour regulation), determining how these organisations coordinate their activities across borders has become much more important.
Case studies benefit from multiple data collection methods. In order to draw valid conclusions, researchers should select cases by means of theoretical sampling and based on a clearly defined research question. Thus, case studies combine the advantages of open and dynamic qualitative approaches because they allow for adjustments and refinements of methods and data collection to be made during the research process. In this way they are a rich source of data and can generate new and unexpected insights, which usually cannot be achieved using deductive, randomly sampled and purely quantitative methods.
Brewster and Lee (2006: 146) conclude that as ‘normatively based’ organisations, NPOs differ from FPOs in their management problems and approaches to HRM. The organisation must ensure that the expatriates ‘share the motivations and beliefs through recruitment and success’ (Zhu and Purnell, 2006: 544; see also Festing and Okech, 2008). Fowler (1997, 2002) raises questions about the necessity and advantages of HRM development and recruitment of expatriates or local staff, noting that situations vary and require different personnel: either expatriate or local staff; for instance, position filling and knowledge transfer would require an expatriate from the North, while building confidence and breaking down stereotypes would require a local staff member from the South.