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The purpose of this paper is to identify workforce skills that protect an occupation from elimination due to automation technology.

The authors apply a Gaussian process (GP) classifier, based on the level of non-automatable work activities in an occupation, to USA and Colombian occupational datasets.

The authors find that communication, interpersonal relationship management and decision-making skills are most important in occupations that are resistant to automation.

The results are based on work activities data from the Occupational Information Network (O*NET) database developed for the USA labor market. This dataset does not capture significant differences in work activities, where they exist, for the same occupation between the two countries. The findings are also limited to Colombia. Readers should be careful to extrapolate the findings outside of this geography.

The authors discover that automation is likely to be a global phenomenon that can only be slightly mitigated by cultural and political factors.

Most developing countries are characterized by large informal sectors. A substantial proportion of firms in these countries began operations in the informal sector, eventually becoming formal. The purpose of this paper is to study whether, after formalization, firms that began operations in the informal sector are more or less likely to use intellectual capital in the form of disembodied technology licensing than firms that began operations in the formal sector. The moderating roles of being a downstream firm, age and the country’s per capita income are also analyzed.

The effect of initial informality on the probability of licensing is estimated using firm-level data from the World Bank’s Enterprise Survey, conducted in several Latin American countries in 2006–2017.

Formal firms that began informally are less likely to use licensed technology, suggesting the existence of long-run effects of informality. The effect of initial informality is more negative among downstream firms.

The analysis uses cross-sectional data. Unobservable firm fixed effects could be controlled for using longitudinal data.

Initial informality affecting the innovation strategies of firms should be considered when designing policies that incentivize formality.

If, in light of the results of this analysis, policies are designed which foster a better allocation of resources, there will be a tangible impact in the lives of many people in developing countries.

This is the first paper that analyzes the relationship between initial informality status and technology licensing, a relevant channel for the international diffusion of technology.

This paper takes a closer look at the way firms combine human resources from different departments by analyzing firm-level data obtained from a series of innovation surveys conducted in Colombia by Departamento Administrativo Nacional de Estadística (DANE). In particular, the authors inquire into whether there are differences in innovation performance between firms that combine human resources from different departments and firms that choose not to do so.

The authors apply a complementarity test between firms that combine human resources from different departments and firms that choose not to do so. As performance variables, the authors consider the propensity to innovate, the number of new innovative products that the firm introduces, the proportion of sales coming from products new to the firm and sales from new products as a percentage of current innovation expenditures.

The authors find that firms with an internal research and development (R&D) department have a better innovation performance, but the authors do not find evidence of the existence of complementarity between workers in R&D and workers in other departments, and the authors find some evidence that suggests substitutability in the case of product innovations.

This paper provides managers with insights about how to deploy employees to improve firm innovation performance of employees.

This paper combines innovation literature with human resources management literature and applies a robust methodology to data not previously tested for the same purposes.

Este artículo mira detenidamente la manera en que las empresas colombianas combinan recursos humanos de diferentes departamentos analizando datos de empresas obtenidos de una serie de encuestas sobre innovación realizada en Colombia por el DANE. En concreto, los autores se preguntan si existen diferencias en el desempeño de innovación entre las empresas que combinan recursos humanos de diferentes departamentos y aquellas que eligen no hacerlo.

Los autores aplican una prueba de complementariedad entre las empresas que combinan recursos humanos de diferentes departamentos y aquellas que eligen no hacerlo. Como variables de desempeño, los autore toman la disposición a innovar; número de nuevos productos innovadores que la empresa introduce, la proporción de venta que ingresa por productos nuevos de la empresa, y venta de nuevos productos como porcentaje de gastos actuales de innovación.

Los autores encuentran que las empresas con un departamento de I&D tienen mejor desempeño de innovación, pero no encuentran evidencia de complementariedad entre trabajadores de I&D y trabajadores de otros departamentos. Los autores encontran alguna evidencia que sugiere sustitución en el caso de innovación de producto.

Este artículo combina literatura proveniente del área de innovación con literatura del área de gestión de recursos humanos y aplica una metodología robusta a datos que no han sido analizados previamente con este propósito.

Este artículo ofrece a los gerentes y directivos una mirada distinta sobre cómo desplegar colaboradores en las distintas áreas para mejorar el desempeño de innovación de las firmas.

This paper aims to determine the level of awareness and implementation of family‐responsible parameters: policies, enablers, practices, and culture, in Spanish and Latin‐American companies, and how they impact work‐life balance.

The study uses data from different national IESE's Family‐Responsible Employer Index surveys in Spain (1,000 companies) and five Latin‐American countries (1,155 companies), Brazil, Chile, Colombia, El Salvador and Peru, done between 2006 and 2008. This is a structured questionnaire that assesses the stage of development the organization is in regarding four main family‐responsible parameters: policies, enablers, practices, and culture.

Latin‐American countries get a slightly higher number of companies that are fully supportive of work‐family balance environment than Spain, but with lesser formal policies implemented and a stronger presence of enablers and practices. Policies are important but might not be as effective if not accompanied by the example of managers and staff as well as by a deep understanding of the cultural value placed by them on work, family and personal life.

The survey‐based data used limits insight into causal relationships. Qualitative and longitudinal studies are needed in order to clarify motives for individual and organizational decisions regarding work‐life initiatives. Data collected are from one source only: employer's management. Multi‐source studies must follow and include the public sector.

This is the first comparison between Spanish companies and companies from five Latin‐American countries regarding work‐family policies, enablers, practices and culture with such an ample number of companies. Findings will aid HRD practitioners in developing work‐family initiatives and help researchers to address new questions in cross‐cultural comparisons.

The aim of this paper is to review published conceptual and research papers within the field of international, comparative and cross‐cultural HRD.

The paper's approach is a targeted literature review focusing on papers within the mainstream HRD journals, as well as a small number of non HRD journals.

The literature review revealed that international, comparative and cross‐cultural HRD is an emerging subfield of study. In general the authors were able to categorise the literatures into the three trajectories specified. However, they noted contradictions and confusions within the literature.

The paper is solely theoretical in nature; however, it does identify gaps for further research. The authors highlight specific research questions within each trajectory as well as proposing a global HRD construct.

The paper is particularly valuable to scholars interested in theorising and researching international, comparative and cross‐cultural HRD. It sets the scene for the special issue on the three trajectories, and identifies possible avenues for future theorising and research.