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Rooted in Joan Acker’s “gendered organisations” framework, this paper aims to explore the impact of employee’s developmental performance management systems (DPMSs) on occupational wellbeing, highlighting gender and age-based intersectional disparities within organisations.

This study uses data from a sample of more than 600 Italian employees and investigates with a three-way interaction, the effect that DPMS have on employee’s occupational wellbeing by considering the intersectionality between gender and ages’ categories.

The findings dismiss the idea that DPMS can be regarded as a practice for inclusion. Moreover, the analysis discloses the need for intersectional perspective as the authors do reveal different effects of developmental performance system adoption on occupational wellbeing for people in diverse intersections of genders and ages.

This paper expands on Acker’s tradition with a focus on age, dismissing the possible inclusive outcome of competency based employee performance systems.

The measurement of regional competitiveness is becoming essential for policymakers to address territorial disparities, while considering the issue of correlations among indicators. Therefore, the purpose of this paper is to measure regional competitiveness using the Technique for Order Preference by Similarity to the Ideal Solution (TOPSIS) by considering different distance measures and two levels of analysis to provide a comparative and comprehensive measurement of regional competitiveness in Europe.

The authors apply TOPSIS based on three different distance measures (the Manhattan, the Euclidean and the Mahalanobis distance measures) to the regions of the EU Regional Competitiveness Index (RCI) 2019, which is taken as the frame of reference.

The authors replicate the RCI by using TOPSIS with a less preferred choice of distance measure, indicating TOPSIS as a valuable method for policymakers in the analysis of regional competitiveness. The authors argue in favour of the Mahalanobis distance measure as the best of the three, as it considers correlations among macro-economic indicators.

This study aims to make three contributions. Firstly, by replicating the RCI by means of TOPSIS with a less preferred choice of distance measure, the paper provides a benchmark for future research on regional competitiveness. Secondly, by suggesting the use of TOPSIS with the use of the Mahalanobis distance measure, the authors show how to measure regional competitiveness by taking into account correlations among pillars. Thirdly, the authors argue in favour of considering clusters of regions when measuring regional competitiveness.

In the literature, evidence is to be found of the positive effect of high-performance work systems (HPWSs) on innovation in firms. However, innovation is enabled by not only human resources but also digital technology, and scholars have called for further investigation into the interplay between digital technology and HRM systems. Drawing on signalling theory and HPWSs research, the purpose of this study is to explore the moderating role of digital technologies in the relationship between HPWSs and innovation in the firm and consider employee participation as an additional conditioning factor.

This study uses data from the European Company Suvery 2019 administered in a sample of more than 20,000 European establishments and applies logistic regression with a three-way interaction.

HPWSs underpin product and process innovation. Moreover, this study shows that in firms with low levels of employee participation, digital technology enhances the effect of HPWSs on innovation, while in firms with high levels of employee participation, this effect is reduced.

This study enriches the scholarly discussion about the link between HPWSs and innovation in the firm, by investigating in theoretical and empirical terms the moderating effect of digital technology, underlining that either positive or negative synergistic effects are possible. By adding employee participation to the analysis, the authors cast light on an important boundary condition for understanding when the synergic effects become more prominent. This intends to respond to recent calls from scholars and practitioners for more insight into the precise nature of the synergies between HPWSs and digital technology on innovation in the firm, with important implications for management.

The literature has recognized the key role of the human resource management (HRM) practices for enhancing firms’ innovative performance. At the same time, scholars have consistently demonstrated open innovation (OI) to be an effective approach for boosting companies’ innovative outcome. Nevertheless, academics have largely overlooked to investigate the complex relationship between HRM practices, OI and organizations’ innovativeness, while claiming further research on organizational antecedents on OI. Using the ability, motivation and opportunity (AMO) framework as analytical lens, this study investigates the direct and indirect relationship between AMO-enhancing practices and firms’ innovation capacity, hypothesizing a potential mediating role of OI.

Drawing from the European Company Survey 2019, a large-scale representative dataset of more than 20,000 establishments at European level and building on the “human-side” of OI, the study proposes two hypotheses regarding the relationship between AMO-enhancing practices and OI in fostering product and process innovation in European firms.

The results show that companies that invest in AMO-enhancing practices not only have higher probability to innovate, but also are more inclined to collaborate with external partners. Moreover, OI not only enhances the innovation capacity of the firm but also partially mediates the relationship between HRM and organizations’ innovativeness.

This is one of the first studies which empirically investigate how the AMO framework increases the likelihood of engaging in an OI process by firms, thereby, increasing their innovation capacity. The results shed further lights on both “the human side” of OI, as well as in the mechanisms linking HRM practices with innovation. Moreover, the analysis provides a deeper understanding about the organizational antecedents of the OI process, as well as corroborating the recent theoretical contributions on HRM and OI.