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Based on the human resources (HR) role framework (Conner and Ulrich, 1996), the purpose of this paper is to empirically explore why HR practitioners differ in their strategic partner role positioning. The present study suggests and tests a descriptive model regarding occupational and organizational characteristics associated with strategic HR role positioning.

In all, 100 questionnaires were collected from Israeli HR practitioners. Hierarchical regressions were used to test the association between occupational and organizational characteristics and the strategic role perception among HR practitioners.

Although the findings only partially supported the suggested model, significant associations between occupational and organizational characteristics and HR strategic positioning were found. HR practitioners in volatile organizational environments adopt a strategic role perception. Moreover, years of experience are also associated with an HR strategic role perception. Specifically, the major predictors of attaining a strategic partner role amongst HR practitioners are location of organizational activities mainly in the metropolitan area, and involvement in major organizational changes.

The sample had a positive bias of respondents. Questionnaires were delivered mainly to highly educated HR practitioners in notably professional HR departments. Data were based on self-reported one-time questionnaires.

The research has implications for the processes of academic education and professional training of HR practitioners and also their recruitment in organizations.

To the best of the authors’ knowledge, recent studies aimed at exploring sources of variance in the strategic role perception amongst HR practitioners are rather scarce. This research helps to address this gap, while also broadening the literature regarding HR communities in the Middle East.

This paper offers a cross-cultural examination of emotion management in two service organizations: a Japanese specialty shop and a chain of grocery stores in the US. Building on an overview of service culture in the US and its domestication in Japan, we provide an analysis of the two organizational case studies, focusing on their common initiation of a “behavior campaign,” its normative character, perceptions, and repercussions. The paper concludes by focusing on the comparative aspect of the analysis, locating the organizational management of emotions in the context of national culture, and focusing on the organizational use of broader emotional blueprints of socialization related to collectivism and individualism, such as “shame” (in Japanese culture) and “guilt” (in North American culture).

Focusing on an interview conducted with a Bedouin respondent on the subject on genetic counseling, this paper offers a symbolic interactionist framework for juxtaposing theory and practice, research and implementation, observation as well as intervention. The analysis exposes the interview as an arena for negotiation using constructs such as performance, impression management, micro-politics, weak and strong languages, and cultural difference.

The purpose of this paper is to describe and analyse the formation of CoPs (communities of practice) in three call centres of cellular communication operating companies in Israel.

This study is based on a qualitative methodology including observations, interviews and textual analysis.

In all three call centres, customer service representatives (CSRs) turned to each other in order to produce situated knowledge that combined compliance with organisational procedures alongside subversion so as to increase individual availability while compromising professional goals. These CoPs were formed during training, on‐the‐job learning, and off‐the‐job informal social activities. The resentment expressed in these CoPs was found to be related to standard HRM policies (low pay, stringent control, lack of career prospects) as well as to cultural contradictions involving efficiency and service quality, which CSRs had to handle and absorb.

The research provides ethnographic evidence regarding the formation of subversive CoPs in call centres but, as with all case study research, the findings cannot be reliably generalised to other companies. Similarly, the case generates grounded theory that needs to be tested in other organisational contexts.

The study raises the issue of how CoPs can become both enablers and barriers to knowledge flow in the organisation. To increase the potential of such CoPs to improve rather than inhibit service performance in call centres, practical implications are suggested in terms of HRM practices (e.g. strategic segmentation, the modification of monitoring), and in openly confronting cultural contradictions.

The article offers an ethnographic analysis of CoPs in call centres, focusing on their formation in the context of HRM practices and cultural contradictions, and highlighting their potential to constitute subversive workgroup cultures, rather than their conventionally perceived functional role in the organisation. As an inductive research using covert methods the article offers fresh insights in relation to CoPs and counter cultures.

This paper examines a premarital genetics program focusing on congenital deafness, conducted in Israel with a Bedouin minority group characterized by consanguinity, a religious ban on abortion, and high prevalence of genetic diseases. Building on interviews with counselors and counselees as well as observations of the interactions between them, the analysis describes the professional, communal, public and private arenas of negotiation that surround the process of genetic counseling.

While the numbers of, and research on, women entrepreneurs have accelerated radically in recent years, the rates of women entrepreneurs remain significantly lower than men's. Research has shown that subjective perceptual variables have a crucial influence on the entrepreneurial propensity of women and account for much of the gender differences in entrepreneurial activity. The paper aims to describe three studies that addressed gender differences in entrepreneurial perceptions, testing predictions derived from Schneider's Attraction Selection Attrition (ASA) model.

Each study focused on a different subject population with different entrepreneurial activity. The first was a national telephone survey that involved 514 Israeli adults. The second involved 313 Israeli management students who responded to a self‐report questionnaire. The third involved interviews with 101 Israeli small business owners.

The results of the first study showed few gender differences in entrepreneurial traits and values. The results of the second study showed large gender differences in the willingness to start a business among management students and smaller differences among students who intend to start a business. Gender differences were far smaller among actual business owners. Alone and together the three studies support Schneider's ASA model.

The practical implications of these findings are addressed.

The paper provides valuable information on gender differences in entrepreneurship.

As in the previous volumes of Research on Emotions in Organizations, the chapters in this book are drawn largely from the best contributions to the bi-annual International Conference on Emotions and Organizational Life. The editors of this series are the co-founders and co-organizers of this event which has come to be known as the “Emonet” conference. Eight of the chapters in this volume were selected from those papers accepted, using a double-blind peer-review process, for inclusion in the fifth Emonet conference held in Atlanta in August 2006. The conference attracted 51 submissions from which a total of 39 paper, symposium, and poster presentations were selected for inclusion on the program. Conference program submission included as chapters in this volume were selected based on their quality and interest, as well as the contribution that they make to the theme of this volume: functionality, intentionality and morality of emotions. The volume is completed by four additional invited chapters.

This paper claims that global corporations should rethink the concept of cultural control, which relies on an implicit culture, corporate culture, for the control of local managersș thoughts and behavior. Instead, based on hybridizations of corporate and local management cultures created through personal socialization conducted by Swedish and American corporations in local offices in Thailand and Mexico, the paper offers a perspective for cultural control that views and understands cultures in terms of change and hybridizations.