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dc.creatorSantana, Mónicaes
dc.creatorValle Cabrera, Ramónes
dc.creatorGalán González, José Luises
dc.date.accessioned2024-01-11T07:30:52Z
dc.date.available2024-01-11T07:30:52Z
dc.date.issued2019
dc.identifier.citationSantana, M., Valle Cabrera, R. y Galán González, J.L. (2019). How national institutions limit turnaround strategies and human resource management. A comparative study in the airline industry. European Management Review, 16, 923-935. https://doi.org/10.1111/emre.12177.
dc.identifier.issn1740-4754es
dc.identifier.issn1740-4762es
dc.identifier.urihttps://hdl.handle.net/11441/153197
dc.description.abstractThe influence of national institutions, particularly employee representation, on managers’turnaround strategiesremains largely unexplored in the literature. Therefore, this paper assesses the pressures that affected two Europeanairline companies, British Airways (BA) and Iberia, and their turnaround responses in a context of economic crisisand austerity, particularly from the perspective of strategic human resource management (SHRM). Our case studiesshow that when national institutions grant a number of rights to employee representatives, an innovative HRMstrategy enables the recovery strategy required to deal with internal sources of decline. In contrast, when nationalinstitutions provide fewer rights to employee representatives, there is room for company HRM strategy to challengeor resist institutional pressures. Our research focuses particularly on how coercive pressures exerted by employeerepresentation, according to the legal framework governing labor relations, affect turnaround strategies.es
dc.format.extent13 p.es
dc.language.isoenges
dc.publisherWiley Periodicalses
dc.relation.ispartofEuropean Management Review, 16, 923-935.
dc.rightsAtribución 4.0 Internacional*
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/*
dc.subjectSources of declinees
dc.subjectTurnaround strategyes
dc.subjectHR strategieses
dc.subjectNational institutionses
dc.subjectEmployee representativeses
dc.titleHow national institutions limit turnaround strategies and human resource management. A comparative study in the airline industryes
dc.typeinfo:eu-repo/semantics/articlees
dcterms.identifierhttps://ror.org/03yxnpp24
dc.type.versioninfo:eu-repo/semantics/acceptedVersiones
dc.rights.accessRightsinfo:eu-repo/semantics/openAccesses
dc.contributor.affiliationUniversidad de Sevilla. Departamento de Administración de Empresas y Comercialización e Investigación de Mercados (Marketing)es
dc.relation.publisherversionhttps://doi.org/10.1111/emre.12177es
dc.identifier.doi10.1111/emre.12177es
dc.journaltitleEuropean Management Reviewes
dc.publication.volumen16es
dc.publication.initialPage923es
dc.publication.endPage935es

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