Share This Article:

Management Consulting in Human Resource Management: Central and Eastern European Perspectives in Light of Empirical Experiences

Abstract Full-Text HTML Download Download as PDF (Size:338KB) PP. 300-314
DOI: 10.4236/jssm.2011.43036    6,316 Downloads   12,512 Views   Citations

ABSTRACT

We analyze the evolution of management consulting in the field of human resources (HR) for the past 20 years in the transitional economies of Central and Eastern Europe (CEE). Our framework for HR consultancy is based on extensive professional experience in the region, several sets of multiyear surveys, and a review of the literature. We focus on the evolving HR theory and the current HR practice in Bulgaria, Czech Republic, Hungary, Poland, Romania, and Slovenia. Our paper relies on three major sets of multiyear surveys, conducted by the authors’ direct or indirect involvement. Special attention is paid to HR consulting in multinational firms and public sector organizations.

Conflicts of Interest

The authors declare no conflicts of interest.

Cite this paper

J. Poor and A. Milovecz, "Management Consulting in Human Resource Management: Central and Eastern European Perspectives in Light of Empirical Experiences," Journal of Service Science and Management, Vol. 4 No. 3, 2011, pp. 300-314. doi: 10.4236/jssm.2011.43036.

References

[1] M. Kubr, “Management Consulting: A Guide to the Pro- fession,” International Labour Organization, Geneve, 1996.
[2] Chr. Nidereicholz, “Management Consulting,” R. Olden- bourg, Münich-Vienna, 1996.
[3] B. Curnow and J. Reuvid, “The International Guide to Management Consultancy,” Kogan Page, London, 2003.
[4] J. O’Mahoney, “Management Consultancy,” Oxford Uni- versity Press, Oxford, 2010.
[5] FEACO, “Survey of the European Management Consul- tancy Market 2009-2010,” Fédération Européenne des Associations de Conseils en Organisation, Brussels, 2010.
[6] I. Miles, R. Coombes and S. Metcalfe, “Services and Innovation Background Paper for the 6 Countries Pro- gramme Workshop,” Manchester, 22-23 April 1999.
[7] K. E. Sveiby, “Strategy Formulation in Knowle- dge-Inten- sive Industries,” In: D. E. Hussay, Ed., International Re- view of Strategic Management, John Wiley & Sons Ltd, Hoboken, Vol. 3, 1992.
[8] M. W. Peng, “Business Strategies in Transition Eco- nomies,” Sage, Thousand Oaks, 2000.
[9] United Nations Conference on Trade and Development, “World Investment Report 2004,” United Nation, New York-Geneva, 2004.
[10] United Nations Conference on Trade and Development, “World Investment Report 2007,” United Nation, New York-Geneva, 2007.
[11] C. P. Lewis, “How the East Was Won,” Palgrave, New York, 2005.
[12] International Monetary Fund, “Global Financial Report,” IMF, Washington, 2008.
[13] G. Hofstede, “Culture’s Consequences: International Diffe- rences in Work Related Values,” Saga, Beverly Hills, 1980.
[14] G. Hofstede and G. J. Hofstede, “Culture and Organi- sation,” McGraw-Hill-VHE Publishing Co., Boston, 2010.
[15] A. K. Gupta, V. Govindarajan and H. Wang, “The Quest for Global Dominance,” Jossey-Bess, San Fransisco, 2008.
[16] S. T. Cavusgril, P. N. Ghauri and M. R. Agarwal, “Doing Business Emerging Markets,” Sage Publications, Thou- sand Oaks, 2002.
[17] M. W. Peng, “Global Business,” South-Western Cengage Learning, Mason, 2008.
[18] D. Hristov and E. Ignatov, “Bulgaria,” In: J. Poor and A. Gross, Eds., Management Consultancy in an Eastern Eu- ropean Context, KJK Publishing, Budapest, 2003.
[19] A. Janko, “Contribution of Management Consultants to the Development and Renewal of Emerging Countries of Europe,” FEACO-Conference, Budapest, 1 June 2001.
[20] A. Janko, “Specialities of Management Consulting in Newly Joined and Candidate Countries,” 10th Conference of FEACO-Federation European Management Consult- ing Association, 2006.
[21] P. Gronwall, “Global and US Trends in Management Consulting. A Kennedy Information Perspective,” 10th Conference of FEACO-Federation European Manage- ment Consulting, 2006.
[22] J. L. Pearce, “From Socialism to Capitalism: The Effects of Hungarian Human Resources Practices,” Academy of Management Executive, Vol. 5, No. 4, 1991, pp. 75-89.
[23] M. Cakrt, “Management Education in Eastern Europe: Toward Mutual Understanding,” Academy of Mana- gement Executive, Vol. 7, No. 4, 1993, pp. 63-68. doi:10.5465/AME.1993.9503103214
[24] R. L. Tung and S. J. Havlovic, “Human Resource Mana- gement in Transitional Economies: The Case of Poland and Czech Republic,” International Journal of Human Resource Management, Vol. 7, No. 1, 1996, p. 1.
[25] J. Koubek and C. Brewster, “Human Resource Mana- gement in Turbulent Times: HRM in the Czech Re- public,” International Journal of Human Resource Mana- gement, Vol. 6, No. 2, 1995, pp. 223-247 doi:10.1080/09585199500000018
[26] J. Koubek, “Managing Human Resources in the Czech Republik,” In: M. Morley, N. Heraty and S. Michailova, Eds., Managing Human Resources in Central and Eastern Europe, Routledge, London, 2009.
[27] I. Svetlik, “Managing Human Resources in Slovenia,” In: M. Morley, N. Heraty and S. Michailova, Eds., Managing Human Resources in Central and Eastern Europe, Routledge, London, 2009.
[28] T. Listwan, A. Pocztowski and M. Stor, “Managing Human Resources in Poland,” In: M. Morley, N. Heraty and S. Michailova, Eds., Managing Human Resources in Central and Eastern Europe, Routledge, London, 2009.
[29] M. Morley, N. Herathy and S. Michailova, “Managing Human Resources,” Routledge, London, 2008.
[30] S. Shekshena, “Western Multinationals’ Human Resource Practices in Russia,” European Management Journal, Vol. 16, No. 4, 1998, pp. 460-465. doi:10.1016/S0263-2373(98)00022-X
[31] R. May, C. B. Young and D. Legerwood, “Lessons from Russian Human Resource Management Experience,” European Management Journal, Vol. 16, No. 4, 1998, pp. 447-459. doi:10.1016/S0263-2373(98)00021-8
[32] Cranet, “International Executive Report 2005, Cranet Survey on Comparative Human Resource Management,” Cranet-Cranfield University, Cranfield, 2006.
[33] A. Inkpen, “Learning, Knowledge Acquisition, and Stra- tegic Alliances,” European Management Journal, Vol. 16, No. 2, 1998, pp. 223-229.
[34] D. Shelgren, “HR Outsourcing,” The Journal of Business Strategy, Vol. 22, No. 4, 2001, p. 4.
[35] Kennedy, “Kennedy HR Consulting Marketplace 2007- 2011,” NH Kennedy Information Institute, Peterboro, 2006.
[36] C. Lovelock, “Developing Marketing Strategies for Transnational Service Operations,” Journal of Services Marketing, Vol. 13, No. 4-5, 1999, pp. 278-295. doi:10.1108/08876049910282538
[37] A. Bernard, “The Management Consulting Industry Confronts Globalization,” Center for International Business, Tuck School of Business, Dartmouth, 2007.
[38] D. H. Meister, “Managing the Professional Service Firm,” Free Press, New York, 1993.
[39] C. Markham, “The Top Consultant,” Kogan Page, London, 1999.
[40] E. Sadler, “Managing Human Resources,” In: Manage- ment Consultancy, Kogan Page, London, 1999, pp. 220-242.
[41] E. H. Schein, “Consulting: What Should it Mean?” In: C. T. R. Fincham, Ed., Critical Consulting, Blackwell Business, Oxford, 2002.
[42] C. Brewster, “European Perspectives on Human Resource Management,” Human Resource Management Review, Vol. 14. No. 44, 2004, pp. 365-382. doi:10.1016/j.hrmr.2004.10.001
[43] M. J. Morley and D. G. Collings, “Contemporary Debates and New Directions in HRM in MNCs,” International Journal of Manpower, Vol. 25, No. 6, 2004, pp. 487-499. doi:10.1108/01437720410560406
[44] G. Kerr, J. Dunlop, F. Hortison and C. C. Myers, “Industrialism and Organisational Man,” Harvard Univer- sity Press, Cambridge, 1960.
[45] D. Hickson, C. Himngs, C. McMillen and J. Schnitter, “Culture Free Context of Organization Structure,” Socio- logy, Vol. 8, No. 1, 1974, pp. 59-80. doi:10.1177/003803857400800104
[46] P. Sparrow, R. Schuler and S. Jackson, “Convergence or Divergence: Human Resource Practices and Policies for Competitive Advantage Worldwide,” The International Journal of Human Resource Management, Vol. 5, No. 2, 1994, pp. 267-299.
[47] L. Kelley, A. Whatley, R. Worthley and I. Chow, “Congruence of National Managerial Values and Orga- nizational Practices: A Case for Uniqueness of the Japanese,” Advances in International Comparative Mana- gement, Vol. 10, 1995, pp. 185-199.
[48] S. Ronen and O. Shenkar, “Clustering Countries on an Attitudinal Dimension. A Review and Synthesis,” Aca- demy of Management Journal, Vol. 10, No. 3, 1985, pp. 435-454.
[49] C. Brewster, W. Mayrhofer and M. Morley, “New Chal- lenges for European Human Resource Management,” Macmillan, Basingtoke, 2000.
[50] R. T. Moran, P. R. Harris and S. V. Moran, “Managing Cultural Differences,” Elsevier, Amsterdam, 2007.
[51] N. Adler, “A Typology of Management Studies Involving Culture,” Journal of International Business Studies, Vol. 14, No. 2, 1983, pp. 29-47. doi:10.1057/palgrave.jibs.8490517
[52] M. Dawley, “Strategic Human Resource Management,” Prentice Hall, Upper Saddle River, 2002.
[53] J. M. Hiltrop, “Human Resources Practices of Multi- national Organizations in Belgium,” European Manage- ment Journal, Vol. 9, No. 4, 1991, pp. 404-411. doi:10.1016/0263-2373(91)90101-U
[54] P. S. Budhwar and G. Boyne, “Human Resource Mana- gement in the Indian Public and Private Sectors: An Empirical Comparison,” International Journal of Human Resource Management, Vol. 15, No. 2, 2004, pp. 346-370.
[55] FEACO, “Survey of the European Management Consul- tancy Market,” Fédération Européenne des Associations de Conseils en Organisation, Brussels, 2006.
[56] FEACO, “Survey of the European Management Consul- tancy Market 2008-2009,” Fédération Européenne des Associations de Conseils en Organisation, Brussels, 2009.
[57] F. Czerniawska, “Management Consultancy in the 21st Century,” MacMillen Press, London, 1999.

  
comments powered by Disqus

Copyright © 2019 by authors and Scientific Research Publishing Inc.

Creative Commons License

This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License.