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The purpose of this paper is to contribute to research on gender and corporate boards of directors by focusing on how female board professionals construct particular notions of accessing and succeeding in boards.

A discursive perspective is offered, based on conceiving gender as something that is “done” in social interaction. In the spirit of critical discourse analysis, the talk of female board professionals, produced in interviews in the Finnish context, is analyzed in‐depth.

Two discourses are located in the talk of female board professionals: the discourse of competence and the discourse of gender. It is argued that the discourses constitute a boardroom gender paradox, which is characterized by several contradictory elements. By conceptualizing and illustrating this paradox, the study scrutinizes the elusive ideal of women's large‐scale entry into corporate boards.

Future studies should make use of the insights developed, and apply them to cross‐societal comparative research.

For corporate decision‐makers, the findings suggest a rethinking of how “competence” is defined and applied.

Paradox has rarely been addressed in the literature on gender and corporate boards. Understanding how the women interviewed (re)construct a boardroom gender paradox offers a unique contribution to the literature.

Describes the state‐of‐the‐art of human resource management in Finland in the mid‐1990s as the Finnish economy recovers from its deepest and longest post‐war recession. Typical to the Finnish system has been the mix of social, political and employers′ interests in the collective bargaining system; Finnish HRM cannot be understood without knowing its context, the main trends of which are: survival from rationalization and related labour reductions, increasing cost‐effectiveness and line responsibility, the flexible use of labour and utilization of the labour force. The implications of EU membership on the Finnish HRM are mainly seen to be related to free mobility of employees and changes in social security and labour relations.

The purpose of the paper is to explore HRM practices and HRM-performance (HRM-P) link in public and private sector organizations across three societal clusters: the Anglo, the Germanic, and the Nordic European.

The article is based on international Cranet HRM survey data collected from large private and public organizations.

According to results, HRM is more advanced in private companies than in public sector organizations, even across three societal clusters. Instead, the analyses related to HRM-P link in private and public organizations refer to interesting similarities but also differences between organizational sectors (public versus private) and societal clusters.

The main limitation is retaining in those performance indicators that are applicable in both private and public organizations: subjective measures of productivity and service quality, only. Performance measures relevant especially in the public sector (e.g. qualitative targets, attaining budget frames) were not available, and the operationalization of HRM as an index covering the main areas of HRM may have reduced differences between public and private organizations. More in-depth research designs are needed in public sector HRM-P research.

The paper contributes to HRM-P research by showing that the level of HRM and the HRM-P relationship varies to some extent according to sector and across Western societal clusters.

1. Maria Jarlstrom, Essi Saru, and Sinikka Vanhala, “Sustainable Human Resource Management With Salience of Stakeholders: A Top Management Perspective,” Journal of Business Ethics, 152, (2008): 703–724. 2. Benjamin A. Neville, Simon J. Bell, and Gregory J., “Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool,” Journal of Business Ethics, 102, (2011): 357–378. 3. Mick Marchington, Fang Lee Cooke, and Gail Hebson. “Human Resource Management Across Organizational Boundaries,” Sage Handbook of Human Resource Management, (2009): 460–477.

This secondary source case is based mainly on three documents: the 20-page report by a labor union, Unite Here, titled “One Job Should Be Enough: Inequality at Starbucks”; and two reports by former U.S. Attorney General Eric Holder Jr. and Covington & Burlington, LLP.

In February 2020, Unite Here, a labor union, released a damming report about employment practices at the airport Starbucks stores operated by licensee, HMSHost. Among other charges, the report identified several instances of racial and gender discrimination that HMSHost dismissed as a ploy by a union intent on organizing its employees. The adverse publicity, however, put Starbucks Corporation in the spotlight because of the company’s publicly stated commitment to workplace equality. The recently hired Nzinga Shaw, the company’s first-ever Global Chief Inclusion and Diversity Officer, had to address the issue at HMSHost lest it adversely affect Starbucks’ reputation as a progressive employer.

The case is best suited for a graduate or undergraduate course in human resource management or labor relations. As diversity is typically covered in the first third of such courses, the ideal placement of this case would be in the early part of the course. As Starbucks is a well-known name, and it is very likely that students have had their own experience with Starbucks, as either a customer or an employee, the case is likely to draw their interest.

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The purpose of this paper is to participate in the convergence‐divergence debate related to the trends in European human resource management (HRM). The paper evaluates the converging vs diverging implications in Estonia and Finland by comparing HR strategies, policies and practices between the two countries in the context of HRM in the Nordic and EU‐15 countries.

The research is part of a large international comparative HRM project (CRANET), which covers over 30 countries. Empirical data were collected by a survey questionnaire mailed to large private and public organisations employing over 200 employees. The Estonian survey data involve 69 organisations and the Finnish data 269. The data cover private companies and public sector organisations.

The comparison of HRM in Estonia and Finland revealed a few interesting empirical observations: First, in spite of Estonia's short history as an independent Baltic state, HRM has stabilised its position at both strategic and policy level's as well as in HR practices. Second, there is a converging (directional) trend between Estonian and Finnish HRM. Third, the Estonian HRM matches with the EU‐15 HRM; Estonia does not increase diversity in the European HRM.

The main limitation of the study is related to survey methodology. In further research longitudinal data as well as case studies and triangulation are needed to open country‐level trends in the convergence‐divergence debate.

Estonian companies and public organisations might need to pay more attention to equality/diversity policy. Special attention should be paid to HRM in public organisations.

The main value of the paper is related to the contribution to the convergence debate in HRM.

The purpose of the article is to contribute to HRM‐performance research by focusing on how HR managers discursively construct performance in local government HRM.

The study is carried out in Finnish local government organizations, where HR managers of ten large and medium‐sized cities were interviewed. The study adopted a constructionist approach: performance is constructed through the talk of different stakeholders, in this case, HR managers. The analysis draws upon discourse analysis.

Performance in local government HRM is constructed through three predominant discourses: the service discourse, the process discourse, and the customer change discourse. The central finding of the study is the strong role of local residents, portrayed as external customers to HRM.

Typical to discourse analysis, the number of interviews is limited and the results cannot be generalized. Thirdly, according to the constructivist approach, researchers also discursively construct the phenomenon under study. Additionally, this article focuses on performance talk of HRM managers; other actors of HRM, e.g. top management teams, line managers, and HR experts, also discursively construct HRM‐performance through their talk.

In public organizations and also private sector service companies, the strong role of external customers in HRM and HRM‐performance should be considered, especially in HRM metrics.

Research revealed the central role of external customers in the discourse of local government HRM‐performance, and extends thus the scope of the performance concept in HRM studies.

The purpose of this paper is to discover and compare the implementation of crisis management in Chinese and Estonian companies and the strategies the managers have used to prevent or manage crises.

An empirical study was conducted in two economies in transition: China and Estonia, in 2008. Interview data were collected from 102 Chinese companies and 67 Estonian companies. The data were analyzed applying content analysis.

The results indicate that the managers of Chinese and Estonian organizations have identified different crises reflecting the politico‐socio‐economic situation of the countries. The most common type of crises in Chinese organizations is those related to economy, while in Estonian organizations, they are related to human resources. Estonian companies are better prepared for handling crises beforehand than Chinese companies. However, the majority of companies in both countries started reacting after a crisis had already come true. A triangular model of crisis management is presented.

The empirical study is tentative focusing on major differences and similarities in crisis management between two countries in transition. The differences are interpreted from societal‐level development. More in‐depth research in needed based on the results of this study.

The transfer of market‐economy practices often fails due to institutional and cultural tensions and conflict. The study of crisis management in Chinese and Estonian companies tries to increase understanding of the different routes of transition economies and its impact on management and, specifically, on crisis management. The crisis management model based on the study illustrates the interconnection between different elements of crisis management.