Suchergebnisse

Purpose– The purpose of this paper is to analyse the question how context-specific diversity management (DM) is and whether it is transferable by organisations.Design/methodology/approach– The authors explore context specificity and transferability of DM with the example of an Austrian company in Bosnia and Herzegovina. Based on the relational framework for the transfer of DM practices the authors empirically examine differences between headquarters and subsidiaries.Findings– The empirical analysis reveals challenges for the transferability of DM and thus different approaches in the analysed company. The authors do not identify a significant transfer of DM practices. The findings are in line with the relational framework and suggest that headquarters must be treated separately from foreign subsidiaries, which theoretical models should take into account.Research limitations/implications– Future studies would benefit from a more holistic design not only based on the managements' perceptions. A comparison with the situation in other companies in transition economies would further increase generalisability.Practical implications– The authors underscore the need for diversity as a strategic approach to management. Organisations benefit from considering context specificity and should be aware that DM practices in headquarters must not be transferable to subsidiaries. Although theoretical models are useful to identify diversity motives and strategies, their application in practice needs consideration of the context.Originality/value– The paper tackles the issue of context specificity and considers motives and strategies for DM. The case study sheds light on the link between headquarters' diversity strategy and practice in a subsidiary and contributes to deficient research for transition economies.

This contribution is a reaction to the striking fact that the political aspect of CSR has remained largely hidden in most of the scientific and practice-oriented management literature. This work intends to illuminate the political dimension of CSR in that the changing stance of the European Commission toward CSR between 2001 and 2006 is analyzed and interpreted as a result of political processes within an "issue arena". For this case study written documents from the most important actors are used (EU Commission, EU Parliament, the Council, advocacy groups and lobbies for industry and civil society CSR platforms) as well as interviews with high ranking representatives of these institutions (conducted in the spring of 2008).

"Der Beitrag beabsichtigt, die politische Dimension von CSR zu beleuchten, indem der Wandel der Position der Europäischen Kommission hinsichtlich CSR zwischen 2001 und 2006 als Ergebnis politischer Prozesse innerhalb einer 'issue arena' analysiert und interpretiert wird. Dabei wird auf schriftliche Dokumente der wichtigsten Akteure (EU-Kommission, EU-Parlament, EU-Rat, Interessensverbände der Wirtschaft und zivilgesellschaftliche CSR-Plattformen) sowie auf Interviews mit hochrangigen VertreterInnen dieser Institutionen (durchgeführt im Frühling 2008) zurückgegriffen." (Autorenreferat)

PurposeThis study focuses on HR practices that foster employee engagement during Covid-19. Companies in transition economies are particularly vulnerable to crisis and downsizing and other recessionary practices are frequently used.Design/methodology/approachDrawing on the model of caring human resource management, we utilise interviews with human resource representatives of 10 banks in the transition economy of Bosnia and Herzegovina. We analyse the banks at two different times to demonstrate how and why companies adapt their HR practices.FindingsOur findings show a changing mindset in the deployment of highly context-specific HR practices. Strengthening company culture through a sense of community and communication ensure stability and continuity in work. Rather than layoffs, flexible work has become standard.Practical implicationsBy highlighting the interplay between HR practices and employee engagement, we contribute to the discussion on engagement in exceptional circumstances and challenging settings and demonstrate how caring responsibilities "migrate" into HR practices in the professional context of a transition economy.Originality/valueWe propose a context-specific "protective caring approach" to foster employee engagement during crises.

PurposeThe purpose of this paper is to contribute to knowledge about workplace diversity and equality in an under-researched country. Focusing on the south-eastern European transition economy of Bosnia and Herzegovina (BiH), it elaborates on the country's legislation, public debate and previous research in the field.Design/methodology/approachThe paper draws on a synopsis of the legislative framework, existing literature, public media and personal communications with human resource (HR) practitioners.FindingsThere is only limited research on diversity and equality in BiH. Ethnicity and gender are the most common grounds for discrimination. Although a solid body of legislation addressing anti-discrimination and equality issues exists, implementation is insufficient. The public debate tends to reinforce inter-ethnic conflicts and a negative atmosphere regarding sexual minority rights.Research limitations/implicationsDue to the general lack of research on diversity and equality in BiH, the findings presented in this paper only can serve as a first approximation of the topic. Further academic research on concrete business practices and perspectives of HR managers is needed.Practical implicationsFirms not only need to increase compliance with anti-discrimination law, but they should also focus more on the benefits a multi-ethnic society can offer.Originality/valueThis is the first paper in the management literature that provides comprehensive insight into workplace diversity and equality in BiH.

Purpose The purpose of this paper is to contribute to knowledge about workplace diversity and equality in an under-researched country. Focusing on the south-eastern European transition economy of Bosnia and Herzegovina (BiH), it elaborates on the countrys legislation, public debate and previous research in the field. Design/methodology/approach The paper draws on a synopsis of the legislative framework, existing literature, public media and personal communications with human resource (HR) practitioners. Findings There is only limited research on diversity and equality in BiH. Ethnicity and gender are the most common grounds for discrimination. Although a solid body of legislation addressing anti-discrimination and equality issues exists, implementation is insufficient. The public debate tends to reinforce inter-ethnic conflicts and a negative atmosphere regarding sexual minority rights. Research limitations/implications Due to the general lack of research on diversity and equality in BiH, the findings presented in this paper only can serve as a first approximation of the topic. Further academic research on concrete business practices and perspectives of HR managers is needed. Practical implications Firms not only need to increase compliance with anti-discrimination law, but they should also focus more on the benefits a multi-ethnic society can offer. Originality/value This is the first paper in the management literature that provides comprehensive insight into workplace diversity and equality in BiH. ; (VLID)3871765