title: Institutional fit of Strategic Human Resource Management: Myth, limitation or advantage?
metadata.name: dc.contributor.author
metadata.value: Bordunos, A.
metadata.lang: -
metadata.name: dc.contributor.author
metadata.value: Kosheleva, S.
metadata.lang: -
metadata.name: dc.date.accessioned
metadata.value: 2018-12-10T11:21:46Z
metadata.lang: -
metadata.name: dc.date.available
metadata.value: 2018-12-10T11:21:46Z
metadata.lang: -
metadata.name: dc.date.issued
metadata.value: 2018
metadata.lang: -
metadata.name: dc.identifier.uri
metadata.value: http://hdl.handle.net/11701/15107
metadata.lang: -
metadata.name: dc.description.abstract
metadata.value: Purpose: Current research explores what determines corporate Human Resource Management strategy (SHRM), proposing that external institutional pressure can limit firms’ freedom of choice.
  Design/methodology/approach: The illustrative context is the banking industry in Russia. With a focus on the disclosed SHRM, the research helped to ensure that a) most of the banks indeed were similar in SHRM, despite possibility of the alternative options; b) successful banks were more self-determined in SHRM choice; c) in both cases, this choice was not associated with the competitive advantage of the banks. Key methods: theoretical thematic analysis on a latent level and Human Capital Disclosure Index.
  Findings: Example of the Russian banking industry helped illustrating that institutional fit of SHRM was not a myth and should not be neglected. However, successful banks partly overcame high institutional predetermination: they recognized and utilized lack of coherence in the institutional system; therefore, institutional barriers became advantageous for them.                                                                   
  Originality/value: The research shifted from a traditional positivist perspective with its practice-based approach to the interpretivist perspective, treating SHRM as a combination of three latent referent standards. It allowed shifting from the ongoing debate about what form of SHRM has higher influence on performance, intended or perceived; and about operationalizing its variety.
  Research implications: The results contribute to a wide range of research in Strategic Human Resource Management. The context plays illustrative role, thus findings can be tested outside the banking industry and Russian institutional environment.
metadata.lang: en_GB
metadata.name: dc.language.iso
metadata.value: en
metadata.lang: en_GB
metadata.name: dc.publisher
metadata.value: Graduate School of Management, St. Petersburg University
metadata.lang: en_GB
metadata.name: dc.relation.ispartofseries
metadata.value: #16 (E)-2018;
metadata.lang: -
metadata.name: dc.subject
metadata.value: HIWS
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: HCWS
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: HPWS
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: HRM
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: SHRM
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: Russia
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: emerging markets
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: banking
metadata.lang: en_GB
metadata.name: dc.title
metadata.value: Institutional fit of Strategic Human Resource Management: Myth, limitation or advantage?
metadata.lang: en_GB
metadata.name: dc.type
metadata.value: Working Paper
metadata.lang: en_GB
resources.filename: Bordunos, Kosheleva_WP_16-2018.pdf
resources.url: https://dspace.spbu.ru/bitstream/11701/15107/1/Bordunos%2c%20Kosheleva_WP_16-2018.pdf
resources.format: Adobe PDF
resources.size: 410,43 kB