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Browsing Business and Management by Subject "3505 Human resources and industrial relations"

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    Age and career resilience through the lens of life course theory: examining individual mechanisms and macro‐level context across 28 countries
    (Wiley, 2025) Goštautaitė, Bernadeta; Kim, Najung; Steindórsdóttir, Bryndís D.; Parry, Emma; Dello Russo, Silvia; Andresen, Maike; Buranapin, Siriwut; Bosak, Janine; Cerdin, Jean‐Luc; Chudzikowski, Katharina; Cotton, Rick; Dickmann, Michael; Duarte, Henrique; Ferencikova, Sonia; Kaše, Robert; Lysova, Evgenia I.; Madero‐Gómez, Sergio; Mishra, Sushanta Kumar; Panayotopoulou, Leda; Reiss, Elo L. K.; Saxena, Richa; Taniguchi, Mami; Verbruggen, Marijke; Akkermans, Jos; Apospori, Eleni; Bagdadli, Silvia; Briscoe, Jon P.; Çakmak‐Otluoğlu, Övgü; Casado, Tania; Cha, Jong‐Seok; Dries, Nicky; Dysvik, Anders; Eggenhofer‐Rehart, Petra; Gartzia, Leire; Gianecchini, Martina; Gubler, Martin; Hall, Douglas Tim; Jepsen, Denise; Khapova, Svetlana; Krajcik, Daniel; Lapointe, Emilie; Lazarova, Mila; Mayrhofer, Wolfgang; Michel, Eric J.; Milikic, Biljana; Reichel, Astrid; Schramm, Florian; Smale, Adam; Stolz, Ingo; Suzanne, Pamela Agata; Zikic, Jelena
    Career resilience is critical to the world's aging workforce, aiding older workers in adapting to the ever‐evolving nature of work. While ageist stereotypes often depict older workers as less resilient when faced with workplace changes, existing research studies offer conflicting evidence on whether older age hinders or improves career resilience. In response to this conflicting evidence, the present study employs multi‐level data from 6772 employees in 28 countries to examine the age‐career resilience relationships and underlying mechanisms, hence advancing our understanding of career resilience across the life course. By integrating macro‐contextual factors such as the unemployment rate and the culture of education with individual‐level mechanisms such as positive career meaning and career optimism, we provide a comprehensive model explaining how career resilience varies across age groups. Grounded in life course theory, our findings resolve prior inconsistencies in resilience research, contribute to bridging the micro‐macro gap in HRM literature, and challenge existing age‐based stereotypes.
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    Navigating talent scarcity: talent attraction and selection practices among domestic firms and multinational corporations in Saudi Arabia
    (Emerald, 2025-12-31) Alhaider, Masoud; Ali, Sa’ad; Abushaikha, Ismail
    Purpose The study aimed to identify factors affecting talent attraction and selection in Saudi Arabia’s private sector and to compare the practices of domestic firms (DFs) and multinational corporations (MNCs). Design/methodology/approach Qualitative data were collected through semi-structured interviews and archival evidence from three DFs and 3 MNCs in Saudi Arabia. Data was analyzed using thematic analysis. Findings Integrating institutional logics and dynamic capabilities theory, this study develops a novel framework explaining how firms manage a talent-starved environment. Unlike traditional models that emphasize targeting “ready-to-go” talent, our findings reveal that firms increasingly seek individuals with potential, balancing institutional pressures and business needs. MNCs and DFs alike must exercise strategic dexterity – sensing environmental shifts, seizing emerging opportunities, and reconfiguring selection criteria – by either merging existing logics or adopting new ones. Practical implications Although MNCs have been practicing formalized talent attraction and selection for longer than DFs and have more sophisticated processes, both organizational types have scope for improving their practices in the context of institutional logics at play in Saudi Arabia. Originality/value This study advances the understanding of talent attraction and selection in the Middle East by empirically demonstrating how institutional logics shape human resource practices in Saudi Arabia. It also applies a dynamic capabilities perspective to explain differences between DFs and MNCs, highlighting how firms strategically adapt talent management practices to labor market constraints.