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Many states have delegated substantial authority to regulate federal elections to entities other than their institutional legislatures, such as independent redistricting commissions empowered to determine the boundaries of congressional districts. Article I's Elections Clause and Article II's Presidential Electors Clause, however, confer authority to regulate federal elections specifically upon State "legislatures," rather than granting it to States as a whole. An intratextual analysis of the Constitution reveals that the term "legislature" is best understood as referring solely to the entity within each state comprised of representatives that has the general authority to pass laws. Thus, state constitutional provisions or laws creating independent redistricting commissions that purport to limit a state legislature's power to draw congressional districts or otherwise regulate federal elections violate the Elections Clause.

PurposeThe purpose of this paper is to introduce the special issue which brings together six papers exploring aspects of intercultural competence in the international business arena.Design/methodology/approachThis overarching paper contextualizes the theme and introduces the selected papers which offer both theoretical and empirical insights.FindingsThe findings in this paper vary according to the core theme of each of the six contributions.Practical implicationsThe papers in the special issue call attention to competences required for operating in the intercultural arena and offer a potential platform for developmental interventions.Originality/valueThe paper highlights how, combined, the papers explore new avenues of enquiry in the intercultural competence domain and showcase cross national theoretical and empirical work.

"This volume in the Routledge Global Human Resource Management Series is dedicated to analyzing the process of trust development between managers and subordinates in different countries of the main cultures of the world. Behaviors and trust are linked in a process that can reinforce or diminish the trust between the two parties. This book examines that process in an array of countries, contextualizing each setting through a brief historical, institutional, and cultural overview and analyzing the universal and culturally-specific elements of the manager-subordinate relationship"--

"This volume in the Routledge Global Human Resource Management Series is dedicated to analyzing the process of trust development between managers and subordinates in different countries of the main cultures of the world. Behaviors and trust are linked in a process that can reinforce or diminish the trust between the two parties. This book examines that process in an array of countries, contextualizing each setting through a brief historical, institutional, and cultural overview and analyzing the universal and culturally-specific elements of the manager-subordinate relationship"--

PurposeThis paper seeks to report an empirical test of Schneider's attraction proposition that organizations attract similar types of people.Design/methodology/approachThe person‐people (PP), person‐group (PG) and person‐organization (PO) fit of applicants to eight utility firms were compared with the similar fits of members of a suitable comparison group.FindingsThe results show an effect for person‐vocation (PV) fit but, once this is controlled for, all significant effects disappear. In other words, the PP, PG and PO fits of applicants to the utilities were no different from those in the comparison group once PV fit was controlled for.Research limitations/implicationsThese results suggest that applicants choose which organization to apply to based on their desire for a particular type of work rather than their attraction for particular companies, which is contrary to Schneider's attraction proposition. One reason for this might be the nature of graduates who are largely unaware of the organizational environments to which they are applying. Drawing from the interpersonal attraction literature, it is argued that applicants need familiarity, proximity and exposure to the organization for Schneider's attraction proposition to appear.Practical implicationsThese results suggest graduates choose vocations over organizations and that, if organizations wish to attract people who share their values, they need to put more effort into their recruitment efforts than those described in this study. The absence of an attraction effect suggests that, when applicants make attraction decisions based on their perceived fit, they may not be supported by an actual congruence.Originality/valueThis study extends previous work by including multiple conceptualizations of fit, by including person‐group and person‐people fits in addition to person‐organization fit.

PurposeThe purpose of this paper is to propose a contingency perspective that describes the relative importance of person‐job (PJ) fit and person‐organization (PO) fit as selection criteria for hiring various types of employees.Design/methodology/approachDrawing on the theories of psychological contracts, human capital and cosmopolitan‐local perspective, propositions are developed regarding the relative importance of PJ fit and PO fit in specific hiring situations.FindingsThe propositions developed in this paper suggest that PJ fit will be more important than PO fit when organizations hire employees to form transactional psychological contracts, to obtain general human capital, and/or who are categorized as cosmopolitans. On the other hand, it is suggested that PO fit will be more important than PJ fit when organizations hire employees to form relational psychological contracts, to develop firm‐specific human capital, and/or who are likely to become locals.Research limitations/implicationsFurther empirical and theoretical work should be conducted to elaborate the contingency perspective. A more comprehensive contingency theory of person‐environment (PE) fit could include other types of PE fit, other contingency variables, and cover a wider range of management practices.Practical implicationsOrganizations should be aware of the trade‐off between PJ fit and PO fit in the selection process, and carefully examine what type of employees they will hire in order to determine the relative weights of PJ fit and PO fit as selection criteria.Originality/valueThis paper is the first attempt to consider the different types of employees and employment relationships that determine the relative importance of PJ fit and PO fit in selecting employees. It is done through incorporating different theoretical perspectives.