Malleability in Spain: The Influence of US Human Resource Development Models

Javier Quintanilla, MaJesús Belizón, Lourdes Susaeta and Rocío Sánchez-Mangas

Chapter 7 in The Cultural Context of Human Resource Development, 2009, pp 108-123 from Palgrave Macmillan

Abstract: Abstract This chapter describes the evolution of HR practices in Spain, particularly the strategic management of HR. Prompted by recent political, economic, and social change, we have seen considerable and growing interest in a more holistic and systematic view of developing individuals and their organizations. In this chapter, note that we refer to HR or HRM, which are terms used in the Spanish business community. However, our focus is on the developmental side of the HR function. Key to understanding Spain’s recent transformation is the cultural malleability of its business system (Dickman, 1999; Ferner et al, 2001; Muller-Camen et al., 2001; Quintanilla, 1998). The concept of malleability is synonymous with the notion of flexibility; that is, Spanish managers are very open to new and sophisticated “best practices” from afar.

Keywords: Foreign Direct Investment; Industrial Relation; Corporate Culture; Business System; Temporary Contract (search for similar items in EconPapers)
Date: 2009
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-23666-0_7

Ordering information: This item can be ordered from
http://www.palgrave.com/9780230236660

DOI: 10.1057/9780230236660_7

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().