In this the final issue of the Research and Practice in Human Resource Management journal, we are very pleased to present a series of invited papers which highlight an increasingly central management issue – namely, the role of culture in contributing to or constraining organisational performance. Whether national, industry and institutional culture or individual cultural differences, human resource management professionals everywhere are challenged to design innovative strategies and processes in order to optimise the inherent potential of their diverse and complex workforces. It is appropriate, therefore, that the papers included in this issue encompass a broad range of HRM systems employed in a diverse array of national contexts, including Canada, the Philippines, Malaysia and Australia. This has been a conscious and consistent theme of the journal throughout its history.
Thus, Duff, Tahbaz and Chan explore the interactions between the cultural intelligence and openness of individual employees, and their effects on the performance of culturally diverse work teams in Canada. The following paper by Fitzgerald and Mills critiques the cultural appropriateness of HRM textbooks superficially adapted from their United States (U.S.) counterparts, and recommends the ‘Canadianisation’ of future such publications in order to incorporate more indigenous content and pedagogies. This issue is pervasive in higher education in many countries as they strive to differentiate their focus and professional practice from the dominant U.S. paradigm and to celebrate their uniqueness.
In a different cultural context, Dayaram and Fung analyse the impacts of various learning and development techniques (individual, team and organisational) on team performance in the Philippines, concluding that whilst organisational learning has a positive impact, team learning has the opposite effect. The study by Nankervis, Stanton and Foley of Australian senior managers focuses on their perceptions of the links between performance management systems and organisational performance. Their findings suggest that whilst executives and senior managers are strongly supportive of strategic linkages between the two variables, middle and line managers are less convinced.
The last two papers reflect the emphases on the dynamism of HRM which have characterised this journal since its inception. Thus, Liu’s exploration of the influence of culture on the practice of Malaysian managers reveals a trend towards crossvergence rather than either convergence with or divergence from Western approaches. Pearson proposes an innovative and culturally sensitive recruitment technique, which was used with indigenous employees in remote communities in northern Australia, resulting in a ‘robust predictor of sustainable employment’.
Overall, the journal ends with a bang rather than a whimper. We hope that you will enjoy and be inspired by the papers included in this issue, and that you will be motivated to submit your manuscripts to other management or HRM journals in the future.