Implementing Organizational Change - A Sequential Model for Effective Intervention

Speaker: Bert Spector
Northeastern University, Boston

31 March 2009 - From 14:00 to 17:00

Based on my own research and consulting experience and grounded in theories of organization development and behavior (most specifically, Lewin), I have developed a sequential model for effective change intervention. What i hope to do is present that model in an interactive environment in which we can discuss, question, even debate. I will be
especially interested in views about the cross-cultural implications of the change model.

HRM in overseas subsidiaries: Findings from China and ideas for future research

Speaker: Ingmar Björkman
Hanken School of Economics, Helsinki, Finland

27 March 2009 - From 14:00 to 16:30

In my talk, I will present key findings from a study on HRM in European-owned subsidiaries in China. I will focus on two sub-projects written up in two recently published papers.
The first (Björkman et al., IBR, 2008), examines changes taking place in HRM practices found in European-owned units in China between 1996 and 2006 in conjunction with the transformation of the context in which they are operating. The research presents evidence for the convergence of HRM found in local Chinese firms with those of European MNC units in China. The results also point to a convergence within European MNCs since the HRM practices in units located in China have become significantly more similar to those of their parent companies.
The second (Sumelius et al., IJHRM, 2008) examines the influence of subsidiary HR involvement in internal and external social networks on the capabilities of the HR function. We distinguish between technical and strategic HRM capabilities. The results indicate that contact with other MNCs in China regarding HRM issues is positively associated with both technical and strategic HRM capabilities whereas contact with local Chinese companies does not have any significant influence on either strategic or technical HRM capabilities. Contact with MNC headquarters is positively associated with strategic HRM capabilities.
In the final part of my talk I will reflect on the state of the art of IHRM research and present ideas for future research.

Management Techniques: Transient Fads or Trending Fashions?

Speaker: Eric Abrahamson
Professor of Management, Bernstein Faculty Leader, New York University

20 February 2009 - From 14:30 to 17:30


Room 7

In this theory development case study, we focus on the relations across recurrent waves in the amount and kind of language promoting and diffusing, and then demoting and rejecting, management techniques for transforming the input of organizational labor into organizational outputs. We suggest that rather than manifesting themselves as independent, transitory, and un-cumulative fads, the language of repeated waves cumulates into what we call management fashion trends. These trends are protracted and major transformations in what managers read, think, express, and enact, that result from the accumulation of the language of these consecutive waves. For the language of five waves in employee-management techniques management objective, job enrichment, quality circles, total quality management and business process reengineering we measure rational and normative language suggesting, respectively, that managers can induce labor financially or psychologically. The results reveal a gradual intensification in the ratio of rational to normative language over repeated waves, suggesting the existence of a management fashion trend across these techniques. Lexical shifts over time, however, serve to differentiate a fashion from its predecessor, creating a sense of novelty and progress from the earlier to the later fashions.

REACH, entre débats et controverses : développement durable, RSE et communication

Speaker: Céline Pascual Espuny
Groupe Sup de Co Montpellier

13 February 2009 - From 14h to 17h

Room 9

La RSEE peut-elle être vue comme l'expression de ce temps discursif et négocié du développement durable au sein dun espace public identifié ? Nous nous concentrons sur cette notion de temps discursif et négocié, fondamental dans le débat didée. Nous analysons au travers dun exemple, Reach, comment la RSEE s'inscrit nécessairement dans ce flux inter discursif où la communication joue un rôle stratégique. Nous suivons ces changements par une analyse communicationnelle pour aboutir à la compréhension de la dynamique en œuvre. In fine, nous tentons de comprendre la praxis qui sétablit, qui, au final, impacte la RSEE du secteur industriel.


Management & Human Resources Department  

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Featured Faculty  

Joëlle EVANS

Management and Human Resources

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