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The purpose of this paper is to analyze how the status and functional responsibilities of female human resource (HR) directors vary cross‐nationally and how gender egalitarian cultural values affect role differences between female and male HR directors.

A cross‐country comparison of HR directors involving 22 countries based on the 2004 Cranet survey.

Consistent with the hypotheses, gender egalitarian values reduce sex‐role differences for strategic integration and for traditionally female‐stereotyped HR functions. However, there is no support for the notion that egalitarian values influence sex differences for male‐stereotyped HR functions. Since, the data indicate higher levels of involvement of female HR directors in male‐stereotyped HR functions in 12 out of 22 countries, unequal distribution of functional responsibility is interpreted as an indicator for sex differences in administrative workload.

Macro cultural factors matter for sex‐role differences in strategic integration and functional responsibilities of HR directors. The effects of gender egalitarian values have greater impact on reducing vertical differences than horizontal differences.

According to neo-institutional scholars, experts need to support decoupling, yet doing so may be more or less subjectively understandable for those who are employed as experts. The authors mobilize the phenomenological concept of the life-world as a lens for reconstructing how individuals give meaning to decoupling processes. Based on a hermeneutic analysis of a human resource management expert’s reflections on his activities, the authors highlight the subjective experience of decoupling as a process of solving tensions between an individual’s convictions and the relevances imposed by an organization. The authors conclude that a phenomenological lens enriches microfoundations debates by focusing on an individual’s learning within the framework of an imposed organizational reality.

How headquarter (HQ) and subsidiary actors end conflicts and reach agreements is an important but still under-researched question in multinational corporations (MNC) literature. This conceptual article approaches these conflict dynamics from the Convention Theory perspective. Convention Theory draws attention to justice principles (known as “order of worth”) and to the material aspects in relations between MNC actors. We offer a framework that contributes to HQ-subsidiary relations research in three ways: (1) it links conflicts to justice principles, (2) it enriches the understanding of the stability of agreements, and (3) it sheds light on the activities needed for realizing preferred arrangements.

The purpose of this paper is to analyze how differences in strategic integration between women and men in HR director positions vary in an international comparison and particularly how gender‐egalitarian cultural values influence the level of these differences.

Cross‐country comparison of HR managers involving 22 countries based on the 2004 Cranet survey.

Consistent with the hypothesis, findings show a negative relationship between gender‐egalitarian values and sex differences in strategic integration.

Enhanced understanding of impact of cultural egalitarianism on cross‐national differences in segregation of women in the HR profession.

Level of segregation of women in HR director positions varies with the prevalence of gender‐egalitarian cultural values.

While it is acknowledged that societal context matters for employee expectations on training and development, the complexity of this relationship is still little explored. This paper aims to study which higher‐order principles employees of a German and Russian company use to justify their views on beneficial training and development in order to identify how evaluative repertoires differ between the two settings.

Building on interviews conducted in two professional services firms in Germany and Russia, the paper identifies patterns in the repertoire that employees use for evaluating training and development activities at each research site.

The findings reveal that employees working for the German company predominantly use the industrial principle for justifying their views on training and development. In contrast, employees in the Russian company apply market, industrial and domestic principles with a tendency for long‐term employees more often to justify their views using the market principle.

The case comparison points to variations in the evaluative repertoire that the paper explains with the societal context of Germany and Russia. By examining evaluative repertoires, companies learn what employees expect from training and development.

Applying convention theory, the paper introduces a promising, but so far neglected approach for linking employee expectations with societal context and for comparing boundaries between people across different settings.

This study aims to synthesise published evidence relating to filial coercive control to generate an understanding of this under-explored concept. This paper identifies its defining characteristics and explores the circumstances under which the phenomenon manifests in the lives of older adults.

A scoping review methodology was adopted to guide the literature review, while a concept analysis methodology guided data extraction and analysis. Drawing on Rodgers’s (1989) evolutionary concept analysis method, a co-constructed research methodology was developed for this study.

The concept of filial coercive control was understood in the context of the following antecedents: ageist norms, a parental relationship (both biological and non-biological), physical proximity and the controlling characteristics and tendencies of the abusive adult child. The defining attributes included the exercise of power through control, dependency and entrapment, isolation and confinement and fear and intimidation. Using the dominant themes, models and contrary cases were constructed to illustrate the findings.

Existing bodies of theory fail to adequately describe the phenomenon of filial coercive control adequately; as a consequence, a co-constructed concept analysis was conducted. A tentative operational definition and a conceptual model are proposed providing a starting point for future research and informing professional practice and education.