Julia Brandl
Biographic Data
| ID | 5133250 |
|---|---|
| NAME | Julia Brandl |
| GIVEN NAMES | Julia |
| FAMILY NAME | Brandl |
| SIGNATURE | BRANDL J |
| AFFILIATIONS | Innsbruck University School of Management, Austria |
| ORCID | 0000-0001-9586-6461 |
| VERIFIED | Yes |
| TOTAL WORKS | 6 |
| TOTAL CITATIONS | 4 |
| AUTHOR COUNT | 6 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2006 |
| LATEST PUBLICATION YEAR | 2022 |
| H-INDEX | 1 |
Frames of reference in managing employment from the perspective of economics of conventions
In their contribution to this symposium, John W. Budd, Dionne Pohler, and Wei Huang provided directions for understanding how conflicts and human resource (HR) practices are influenced by framing processes. The current literature on frames in the field of human resources and industrial relations tends to view individual actors as representatives of theories on employment relationship, and it focuses on the formal side of HR practices. These featu…
How complex domination enables selection
The heterogeneity of criteria and of the faculty members involved in assessing candidates for academic positions raises the question how colleagues can find a common operational mode that enables them to select candidates. In this paper, we draw on convention theory (CT) to examine how powerful actors foster quietude and confidence in prevailing conventions which perpetuate their privileges. Findings from a study of a university in Pakistan show …
Cross-cultural responses to performance appraisals in Germany and France
This article examines the responses of subsidiaries in France and Germany to the performance appraisal system from their US parent company. In addition to existing research, we base our results on employee perception (and not human resources-specialist opinion) and analyse in detail cross-cultural differences with regards to the specific phases of a performance appraisal. Our results show that the taken-for-granted features of to the US-style per…
Equal, but different
Purpose The purpose of this paper is to analyze how the status and functional responsibilities of female human resource (HR) directors vary cross‐nationally and how gender egalitarian cultural values affect role differences between female and male HR directors. Design/methodology/approach A cross‐country comparison of HR directors involving 22 countries based on the 2004 Cranet survey. Findings Consistent with the hypotheses, gender egalitarian v…
Organizational Antecedents of Pay-for-Performance Systems in Nonprofit Organizations
The applicability of pay-for-performance systems (PfP-systems) in nonprofit organizations (NPOs) is discussed controversially both in literature and in practice. Existing theoretical models emphasize the importance of the employee’s motivation and output control for the effectiveness of PfP-systems. However, empirical evidence on which factors influence PfP-system’s introduction in NPOs is still lacking. Based on an exploratory study of nine Aust…
Probleme eines Feldzugangs zu Eliten
Organizational Antecedents of Pay-for-Performance Systems in Nonprofit Organizations
The applicability of pay-for-performance systems (PfP-systems) in nonprofit organizations (NPOs) is discussed controversially both in literature and in practice. Existing theoretical models emphasize the importance of the employee’s motivation and output control for the effectiveness of PfP-systems. However, empirical evidence on which factors influence PfP-system’s introduction in NPOs is still lacking. Based on an exploratory study of nine Aust…
Probleme eines Feldzugangs zu Eliten
Organizational Antecedents of Pay-for-Performance Systems in Nonprofit Organizations
The applicability of pay-for-performance systems (PfP-systems) in nonprofit organizations (NPOs) is discussed controversially both in literature and in practice. Existing theoretical models emphasize the importance of the employee’s motivation and output control for the effectiveness of PfP-systems. However, empirical evidence on which factors influence PfP-system’s introduction in NPOs is still lacking. Based on an exploratory study of nine Aust…
Equal, but different
Purpose The purpose of this paper is to analyze how the status and functional responsibilities of female human resource (HR) directors vary cross‐nationally and how gender egalitarian cultural values affect role differences between female and male HR directors. Design/methodology/approach A cross‐country comparison of HR directors involving 22 countries based on the 2004 Cranet survey. Findings Consistent with the hypotheses, gender egalitarian v…
Cross-cultural responses to performance appraisals in Germany and France
This article examines the responses of subsidiaries in France and Germany to the performance appraisal system from their US parent company. In addition to existing research, we base our results on employee perception (and not human resources-specialist opinion) and analyse in detail cross-cultural differences with regards to the specific phases of a performance appraisal. Our results show that the taken-for-granted features of to the US-style per…
How complex domination enables selection
The heterogeneity of criteria and of the faculty members involved in assessing candidates for academic positions raises the question how colleagues can find a common operational mode that enables them to select candidates. In this paper, we draw on convention theory (CT) to examine how powerful actors foster quietude and confidence in prevailing conventions which perpetuate their privileges. Findings from a study of a university in Pakistan show …
Frames of reference in managing employment from the perspective of economics of conventions
In their contribution to this symposium, John W. Budd, Dionne Pohler, and Wei Huang provided directions for understanding how conflicts and human resource (HR) practices are influenced by framing processes. The current literature on frames in the field of human resources and industrial relations tends to view individual actors as representatives of theories on employment relationship, and it focuses on the formal side of HR practices. These featu…
Political science (5 works) · Computer Science (4 works) · Gender Diversity and Inequality (4 works) · Public relations (4 works) · Economics (3 works) · Management and Organizational Studies (3 works) · Sociology (3 works) · Accounting and Organizational Management (2 works) · Business (2 works) · Epistemology (2 works)