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Insider ownership, human resource strategies and performance in a transition economy

Author

Listed:
  • T Buck

    (Graduate School of Business, De Montfort University, Leicester, U.K.)

  • I Filatotchev

    (Bradford University School of Management, Bradford, U.K.)

  • N Demina

    (Center for Research in Enterprise in Emerging Markets, Nottingham University Business School, Nottingham, U.K.)

  • M Wright

    (Center for Research in Enterprise in Emerging Markets, Nottingham University Business School, Nottingham, U.K.)

Abstract

Researchers and potential investors in transition economies need to understand the Human Resource Management (HRM) strategies of target firms, since human resources are arguably their most valuable assets. Understanding is difficult, however, because HRM strategies help to determine firms' performance, but are in turn influenced by corporate governance, particularly insider ownership. This paper employs a structural equation modeling methodology to examine the relations between governance, HRM strategies and performance in the context of a novel dataset of Ukrainian industrial firms. It is found that insider ownership is positively associated with high-commitment HRM strategies and negatively with low-commitment, cost-cutting HRM strategies. Cost-cutting HRM strategies are in turn associated with weaker firm performance. These outcomes correspond broadly with theoretical expectations. Journal of International Business Studies (2003) 34, 530–549; doi:10.1057/palgrave.jibs.8400065

Suggested Citation

  • T Buck & I Filatotchev & N Demina & M Wright, 2003. "Insider ownership, human resource strategies and performance in a transition economy," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 34(6), pages 530-549, November.
    • Handle: RePEc:pal:jintbs:v:34:y:2003:i:6:p:530-549
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    Citations

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    Cited by:

    1. Pološki Vokić Nina & Kohont Andrej & Slavić Agneš, 2017. "Is there Something as an Ex-Yugoslavian HRM Model? – Sticking to the Socialist Heritage or Converging With Neoliberal Practices," Naše gospodarstvo/Our economy, Sciendo, vol. 63(4), pages 40-53, December.
    2. Peter Gahan & Marco Michelotti & Guy Standing, 2012. "The Diffusion of HR Practices in Chinese Workplaces and Organizational Outcomes," ILR Review, Cornell University, ILR School, vol. 65(3), pages 651-685, July.
    3. Dean A. Shepherd & Holger Patzelt & J. Michael Haynie, 2010. "Entrepreneurial Spirals: Deviation–Amplifying Loops of an Entrepreneurial Mindset and Organizational Culture," Entrepreneurship Theory and Practice, , vol. 34(1), pages 59-82, January.
    4. Hsiang-Lin Cheng & C.-M. J. Yu, 2012. "Adoption of Practices by Subsidiaries and Institutional Interaction within Internationalised Small- and Medium-Sized Enterprises," Management International Review, Springer, vol. 52(1), pages 81-105, February.
    5. Renata Simoes Guimaraes e Borges, 2009. "Organizational Change Implementation and the Role of Human Resource Practices: a Brazilian Case Study," Brazilian Business Review, Fucape Business School, vol. 6(3), pages 284-295, September.
    6. Helen Hu & On Tam & Monica Tan, 2010. "Internal governance mechanisms and firm performance in China," Asia Pacific Journal of Management, Springer, vol. 27(4), pages 727-749, December.
    7. Bersant Hobdari & Aleksandra Gregoric & Evis Sinani, 2011. "The role of firm ownership on internationalization: evidence from two transition economies," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 15(3), pages 393-413, August.
    8. Schnellbächer, Benedikt & Stephan, Johannes, 2009. "The Role of the Intellectual Property Rights Regime for Foreign Investors in Post-Socialist Economies," IWH Discussion Papers 4/2009, Halle Institute for Economic Research (IWH).

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