Международное сравнительное исследование практик управления человеческими ресурсами CRANET - стр. 6

The low level of employee membership in trade union organizations determines the weak influence of trade unions on the activities of organizations. This is confirmed by the fact that employees resolve labor issues not through trade unions, but in other ways, primarily through their immediate supervisor.

In most companies, managers and specialists are more knowledgeable about such aspects of the company’s activities as business strategy, financial performance and work organization than employees and workers.

In intra-company communication, informing employees (top-down communication) is more developed than receiving feedback (bottom-up communication). At the same time, the most common channel in both directions is communication through the immediate supervisor.

The portrait of an HR service employee, compiled on the basis of a block of the questionnaire with information about the respondent, includes such characteristics as being female, having a higher education and a diploma in economics or business and management, work experience in the field of personnel management up to 5 years (for an HR specialist) and up to 10 years (for an HR director). The portraits of a specialist and a director of an HRM service overlap in general terms, however, HR directors, as a rule, work in the organization longer than HR specialists and have higher or additional education in the field of personnel management.

An examination of the CRANET research network’s performance from 1991 to 2021 through the lens of its value creation, as measured by the number of citations to articles published by its members in leading journals, revealed the following.

Valuable, i.e. potentially receiving a large number of citations are both comparative and country-specific studies based on data from one wave or several waves, conducted in collaboration with researchers from different universities and countries or teams of researchers from the same country. Each network node is important for the formation of the result of the activity. Each researcher, team, university, country, as a participant in the CRANET network, is able to contribute to the value of the network, which is manifested in achieving the network effect inherent only in this type of collaboration. The network effect implies non-linearity in the growth of the value of the network, in this case limited by definition by the number of citations.

We were able to establish that a nonlinear effect in citations is present, and the shape of the network’s accumulated value curve supposedly has a quadratic relationship, comparable to the growth dynamics of university collaborations in the CRANET network. Verification of the identified relationship opens up prospects for developing a network value model formed on the basis of research collaborations.