| dc.description.abstract | This study draws on institutional theory to investigate why
and how staffing effectiveness varies across countries. Uti lising data from multiple sources (Cranfield Network on
Comparative Human Resource Management [CRANET],
Global Leadership and Organisational Behaviour Effective ness [GLOBE], World Economic Forum [WEF], Transparency
International, Tightness-Looseness Index), it covers 2,918
organisations in 11 countries. Extending earlier research on
comparative staffing that focuses on cultural or regulatory
differences separately, our findings show that companies in
different countries implement staffing practices in line with
their normative (i.e., cultural), regulatory, and cognitive in stitutions. A second key finding shows that institutionally
embedded staffing practices are associated with organi sational turnover, thus challenging dominant universalist
perspectives on staffing effectiveness. Finally, we shed light
on a central yet understudied boundary condition of contex tual perspectives on staffing by identifying the strength of
institutional pressures (i.e., societal tightness-looseness) as
a moderator of the relationships between national institu tions, staffing, and turnover. | vi |
