Cross-Border Staff Mobility: A Comparative Study of Profit by C. Adick, M. Maletzky, L. Pries, B. Gandlgruber

By C. Adick, M. Maletzky, L. Pries, B. Gandlgruber

The publication addresses a number of examine gaps within the research of businesses and infrequently analysed parts comparable to the non-profit quarter (NPOs). It combines techniques from HRM, company reviews and organization study, and contains micro- and macro-perspectives on businesses and associations through the use of situational and neo-institutionalist frames.

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In terms of organisations being considered as institutions, the specific norms of labour-related behaviour are defined by the organisation itself – not by the market, the public regime or the logic of professions. Seniority-based regimes of internal (horizontal and 28 Cross-Border Staff Mobility vertical) organisational mobility are an example: vacancies are filled by the specific organisational rule of years accumulated in the organisation and internal mobility line (Kerr, 1954). In many countries, companyinternal labour markets have served as important complements, or even alternatives, to the structuring institutions of professions and markets.

Mexico displays a relatively stable political situation and comparatively low wages in its industrial sectors and is a bridge between North America and Latin America and between early- and late-industrialising countries. Mexico is a member of several economic federations, such as the North American Free Trade Agreement (NAFTA) and the Organisation for Economic Co-operation and Development (OECD), which makes this country an interesting commercial partner for the European Union and for Germany in particular.

The second desideratum relates to the regions and countries in which organisations’ staff mobility is analysed. When comparing countries to be selected for study, and thereby examining different levels of institutional and environmental embeddedness, most researchers study best practices or are biased towards highly industrialised countries (Schotter and Beamisch, 2011). Reports concerning staff mobility are mainly of US origin, having emerged in the context of international management studies when the United States, faced with the economic challenges resulting from World War II, had to increasingly interact effectively with foreign locations (Sackmann and Phillips, 2004) and to cope with the growing competitiveness of Japan.

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