Welcome to the second issue of the Research & Practice in Human Resource Management Journal for 2002. The articles in this issue reflect our twin imperatives of combining the ideas and research findings of both emerging and more established academics and human resource management (HRM) professionals, and broadening topic areas within and beyond the HR discipline. Both the contexts and the concepts of HRM are explored, with an emphasis on their applications in the Asia Pacific region.
Thus, Jay Liebowitz’s Invited Paper dissects the roles and contributions of the new position Chief Knowledge Officer in many leading edge organisations, and provides some compelling observations about its potential and actual impacts on traditional HRM systems and processes. In his complementary article, Steffen Raub examines the meanings and applications of the emerging concept of “communities of practice” within and between particular industries and organisations. Both articles challenge existing HRM structures, practices and functions, and may portend the future shape and nature of the HRM discipline in their dynamic environments.
Truong Quang and Nguyen Tai Vuong report the findings from a recent research study of the management styles utilised by a sample of Vietnamese managers, in both government and private sector organisations. They suggest that, as in other former centrally controlled economies such as the People’s Republic of China and Russia, older managers in the government sector tend to reflect more hierarchical styles, whilst younger managers operating in competitive industries are increasingly more receptive to modern management philosophies. These findings have significant implications for all future HRM functions, notably recruitment, human resource development, performance management and remuneration systems.
This theme is continued in Tracy Taylor and Adrienne Bennett’s subsequent article, which analyses the value of adopting “succession management” (as opposed to succession planning) approaches in the future development of organisational “talent”. And finally, Luo Lu and Gou Ching Lin suggest that the work values of younger Taiwanese employees appear to combine both intrinsic and extrinsic factors associated with job adjustment, rather than merely focusing on the associated rewards and benefits. Their findings concur with those of other recent studies in several countries in the Asia Pacific region.
We hope that you will enjoy reading all the articles in this issue of the journal, and encourage you to submit manuscripts for consideration for subsequent issues. Our policy is to publish a broad variety of articles, including conceptual, empirical, case study and practitioner papers, and we especially with te attract submissions from new and emerging authors. Our next issue will be a Special Issue containing the best papers from the International Conference on Globalisation, Innovation and Human Resource Development in Bangkok(17-19 December 2002) organised by the School of Management at the Asian Institute of Technology.