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Learning Resource Centre Monthly Bulletin |
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Learning Resource Centre Monthly Bulletin |
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| New Books |
HR 447 Human Resources Management and Ethics: Responsibil By Ronald R. Sims | HR 448 The Changing Global Environment in Asia and Human By Bernadette Andreosso-O`Callaghan | HR 449 Human Resource Management at the Crossroads: Chall By Ramon Valle-Cabrera |
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| Articles |
| The Influence of Founder CEO`s Human Capital Resources on the Relationship Between Workforce Gender Diversity and Venture Firm Performance. By Oh, Eun-Ji; Kim, Youngsang Journal of Business Ethics. Jun2025, Vol. 199 Issue 1, p141-162. 22p. Abstract :Integrating the categorization-elaboration model (CEM), resource complementarity, and human capital perspectives, we investigate whether the founder CEO`s human capital resources can influence the effect of workforce gender diversity, an untapped strategic resource, on venture firm performance. Our main focus lies on knowledge- and technology-intensive venture firms, and we propose that both workforce gender diversity and the CEO`s human capital resources jointly influence venture firm performance. We identify the specific functional impacts of the founder CEO`s human capital, encompassing entrepreneurial experience, human resource (HR) management experience, and same-industry experience. Analyzing 1413 venture firms utilizing multilevel analysis (random coefficient modeling), we find that gender diversity does not significantly affect venture firm performance. Nevertheless, the founder CEO`s entrepreneurial experience exerts a positive impact on the interplay between gender diversity and venture firm performance. These findings underscore the strategic role of the founder CEO`s human capital resources in moderating the effects of gender diversity, making significant contributions to the diversity and strategic human capital resource literature. | ||
| Synergetic legacy of organizational innovativeness, knowledge sharing, artificial intelligence adoption and big data analytic capability in human resource management. By He, Lili; Yousaf, Zahid International Journal of Human Resource Management. May2025, p1-24. 24p. 1 Illustration, 6 Charts. Abstract :This study aims to explore the connections between Organizational Innovativeness (OI), Knowledge Sharing, Artificial Intelligence Adoption (AIA), and Big Data Analytic Capabilities (BDACs) within human resource management. It demonstrates how AI usage, the development of advanced data analytics, information sharing, and innovative management practices are closely linked. Data was collected through a survey of 435 respondents from modern organizations using a random sampling method. To minimize errors and reduce respondent fatigue, the survey was divided into two sections and translated into English for broader comprehension. The findings reveal a positive correlation between AIA and OI, as well as a direct relationship between enhanced data analytics and OI. The study also indicates that knowledge sharing mediates the relationship between AIA and OI. Furthermore, it highlights the moderating role of knowledge sharing in the relationship between advanced data analytics and management practices. This research provides valuable insights into how AIA and extensive data analytics impact the innovative potential of contemporary organizations. | ||
| A bird’s-eye view of the relationships between economic complexity, time, and the importance of HRM actors. By Rapp, Marco L.; Hassan, Nadima International Journal of Human Resource Management. May2025, p1-36. 36p. 4 Illustrations, 7 Charts. Abstract :AbstractThis study adopts a contextual approach to understand the prominence of HRM department specialists, outsourced HRM service providers and line managers in the HRM function. Drawing on resource dependence theory and research on the professionalisation of HRM, we look at how national economic complexity (EC) and the passage of time shape the need for these actors in an organisation’s HRM. Our analysis is based on Cranet data from five survey rounds conducted between 2000 and 2022, covering 30,651 organisations across 54 countries. Our results show that higher levels of EC are associated with smaller HRM departments, less devolution and greater outsourcing of non-core HRM activities. Over time, HR staff ratios and outsourcing of non-core and core HRM activities increase, while devolution declines. Interestingly, we also observe that the negative effects of EC on HR staff ratios and devolution are eventually reversed. This suggests that in more complex economies, the prominence of all HR actors increases over time, which reflects a growing organisational commitment to managing people. Our findings highlight how economic and temporal contexts shape the HRM function. | ||
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| News |
| The AI Paradox: Why corporate cost-cutting is a high-stakes bet on a brittle future By Economic Times; June 9, 2025 |
| Beyond Retention: Designing employee experience for the AI-first workplace By Economic Times; Jun 6, 2025 |
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