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To ascertain whether any relationship exists between the main processes of human resource management involved in the internal labour market (training and internal recruitment) and the use of temporary help workers (THW) in Spain.

Take into account the perspective complementary between internal and external employment systems, a questionnaire was sending by mail to a selected sample of companies to get information.

The results confirm that a relationship does exist between the use of THW and training and internal recruitment. Also reveal the effects of the size upon these processes and the use of THW.

The main drawbacks are that of not using a wider sample. The findings will not be fully extrapolable to other countries. Future works could be directed towards testing a model of the relationship between the use of THW and a greater number of parameters, and a wider sample of miscellaneous countries.

The training effort (TE) per employee and internal recruitment may be positively influenced by the employment of THW, which may be a source of motivation and increased productivity on the part of the regular staff.

This paper shows that the use of THW could favour the appearance and development of an internal labour market, supporting the perspective that internal and external employment systems are complements.

The purpose of this paper is to consider whether those nonprofit organizations which exhibit more similar characteristics to market organizations regarding the percentage of paid employees with functions similar to the ones in market organizations in relationship with total workers have a different model of human resource management in relation to their CEO than those organizations which exhibit fewer similarities to market organizations.

The hypotheses proposed in this study have been tested using a sample of 1,999 Spanish nonprofit organizations.

The results show that the CEOs of nonprofit organizations with most similarity to for‐profit organizations will have a more formalized employment relationship and a higher level of education than the CEOs of nonprofits with least similarity to for‐profit organizations.

This paper has several limitations from the heterogeneity of the sample to the fact that the conducted study is a cross‐sectional study of the current situation.

The practical implications of this paper imply that nonprofit organizations which are evolving, in terms of their workforce, towards a high percentage of paid employees or those who are already in this position will have to adapt to the way in which for‐profit organizations operate if they wish to achieve levels of effectiveness and efficiency to make them competitive in this sector.

One of the reasons for proposing this work is the small number of empirical studies trying to address systematically the relationship between the CEO and the characteristics of nonprofit organizations.

This empirical study aims to examine the influence of transformational leadership (TL) on organizational innovation (OI) and performance (OP) depending on the level of organizational learning in technological firms.

The research examined a sample of 164 pharmaceutical firms. A global model is formulated and the hypotheses are tested using structural equations.

First, the study shows a positive relation between TL and OI, between TL and OP and between OI and OP. Second, the study verifies that these relationships are more strongly reinforced in organizations with high‐organizational learning than in organizations with low levels of organizational learning. Third, the study supports the theoretical arguments made but not demonstrated empirically in the prior literature.

Organizational learning takes places in a technological community of interaction in which knowledge is created and expands in a constant dynamic between the tacit and the explicit with cognitive and behavioral change. Organizations with greater organizational learning generate a network of learning that will make it easier for them to learn what they need to know and to innovate, enabling the organization to maintain its competitive position as a technological center. This shows that organizational learning improves relations substantially between TL, OI and OP.

This study serves as a reference for fostering organizational learning in technological firms. Organizational learning improves relations among TL, OI and OP. Previous studies, although contributing to the understanding of the direct and indirect relations among leadership, innovation and performance, have not addressed the different effects depending on the level of organizational learning in these technological firms.

This study seeks to analyze theoretically and empirically how different intermediate strategic variables related to knowledge (combinative capabilities and absorptive capacity) and strategic flexibility influence the relation between CEOs' social networks and organizational performance. To date, very little research has analyzed the direct and indirect relationships between these variables.

Based on the literature, a theoretical model is developed that shows the interrelations between these variables. The methodology used was LISREL analysis. The model is then tested using data from 203 Spanish organizations.

This investigation shows the influence of CEOs' social networks (larger networks with strong ties) and capabilities (combinative capabilities and absorptive capacity) on the level of strategic flexibility. It then shows the influence of their strategic flexibility level on organizational performance. It adds theoretical and empirical arguments to the importance of CEOs' social networks for the organization.

Today's information and knowledge society requires new CEOs who can confront a reality based on knowledge and foster strategic flexibility to achieve improvements in organizational performance. However, organizations sometimes fail to achieve sustainable competitive advantage due to their limited understanding of the relationships between these strategic variables. This paper develops a complete framework of the capturing of knowledge and information from outside the organization performed by CEOs and the process they use to assimilate, transform and use this knowledge in the organization.