This paper sheds light on the relevance of socially responsible human resource management (SR‐HRM) and its link to the generation of value for companies. Based on the synergistic assumptions of the ...configurational approach, the article tests the association of SR‐HRM policies on intellectual capital (IC) dimensions (human, social and organizational capital). A cluster and structural equation modelling analysis on a sample of 85 human resource (HR) managers confirms that companies implementing socially responsible HR policies could experience a greater increase in IC levels than other companies. This process facilitates the sustainable development of organizations through the enhancement of IC value and stakeholder engagement among employees as a main group of interest.
In view of global population ageing and of policies that support longer working lives, especially in developed countries, it is important to achieve diversity in organisations through age management. ...Age management is the “management of human resources, often with an explicit focus on the requirements of an ageing workforce.” Through age management practices, organisations will be better able to change their human resource management policies and practices towards accommodating their ageing workforce. Little is known about age management practices in Scandinavian organisations, considering the region’s high prevalence of workers beyond the age of 50 across both private and public organisations. There are indications that Scandinavian business organisations are already practicing age management for all ages, including older workers. Their age management practices include the dimensions of job recruitment, training, lifelong learning, development, and promotion. However, there is a dearth of knowledge on how the health and well-being of workers is ensured in the context of age management practices in these organisations. Given the current and future importance of age management for all organisations globally, public health and other health science professionals need to collaborate with other disciplines, such as management and sustainability science, to better understand how they can contribute to an aged and healthier workforce as well as workplace health promotion. This paper aims to contribute to the discussion concerning age management in public and private institutions in Scandinavia through the public health lens.
This article addresses the measurement and validation of socially responsible human resource policiesfrom academic and professional points of view. Corporate Social responsibility (CSR) has made ...greatprogress in recent years in the theoretical realm, showing its importance through different perspectivessuch as the institutional theory, the stakeholder approach, the theory of legitimacy, and the process ofshared value. However, from an empirical standpoint, more research is needed to provide new indicatorsand evidence of testing socially responsible policies on business performance. This paper aims to devise aset of socially responsible human resource policies, demonstrate the validation of their content throughseveral practices, and review the analysis of their relative weights thanks to the contribution of a panelof academic experts and a professional pretest, conducted in large Spanish companies.
This article presents a structured review of the literature about corporate social responsibility, from the origins and evolution of the discipline, as a field of research, until the present. A ...review is also presented on the main contributions of authors and institutions in relation to the promotion of social responsibility, focusing on two complementary trends that have gained prominence as theoretical support: institutional theory and stakeholder approach. Some controversies and discussions generated in the years around the concept are also discussed.
•The open innovation (OI) paradigm has developed a large epistemic community.•We contend that OI has its foundations in the Intellectual Capital (IC) theory.•An OI/IC integrative framework is ...proposed.•An analysis of data from 3744 manufacturing Spanish firms supports the framework.
Intellectual capital (IC) is among the most long-lived topics in managerial literature. More recently, the emergence of the open innovation (OI) paradigm has encouraged the understanding that firms should collaborate with other organizations to leverage their own R&D capabilities. We propose that these two streams of managerial literature should join forces since the OI paradigm could be considered an approach to innovation with foundations in relational capital, facilitated by an appropriate level of human and structural capital. Surprisingly, only a few researchers have put IC and OI into relation. Therefore, this paper has two main goals: providing a theoretical model that synoptically presents how IC and OI overlap and testing the theoretical model by analyzing how firms’ IC affects OI-related performance. We analyze a sample of 3744 Spanish firms. We find that the three IC constructs positively affect OI performance, with relational and human capital subject to diminishing returns.
The integration of socially responsible behaviour has become a strategic priority for companies in recent years. Academic contributions that merge the fields of corporate social responsibility (CSR) ...and human resource management (HRM) have been expanding, demonstrating a broad sweep of benefits reflected in greater levels of commitment, motivation, and performance by employees. However, little has been clarified about what academics and business management understand to be a configuration of socially responsible human resource management (SR-HRM) practices. This paper aims to define and provide an initial academic approximation of a set of socially responsible human resource practices. In order to accomplish this objective, a content analysis was conducted based on a review of the literature, CSR reports, and international CSR standards such as the Global Reporting Initiative and ISO 26000. The theoretical findings were supported by a panel of experts who inspected them over three rounds of reviews. The sample for the study was created by consulting the academic literature, strengthened by the input from the panel of experts. The results show an academic consensus of 80%, and support the existence of a valid configuration of 8 socially responsible human resource policies divided into 32 practices.
The current recession has caused a large number of companies to reevaluate their valuable resources and ways to preserve and invest those resources. Given the relevance of employees as key ...stakeholders, developing a socially responsible orientation in human resource management for taking care of workers and their needs must be an essential process for business success. This study, based on stakeholder theory and a social integrative approach, examines the main drivers and barriers in the implementation of socially responsible actions in human resource management. The research uses a quantitative analysis based on questionnaires responded to by 85 human resource managers from large Spanish companies. We conclude that there are two significant drivers of socially responsible actions in human resource management (HRM): access to public subsidies and the improvement of the working environment. The main significant barriers highlighted by human resource managers are conflicts in decisions with boards and/or management teams and the lack of employees’ acceptance. The professional implications of the research are discussed at the end of the paper.
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