Browsing by Author "Bensemann J"

Now showing 1 - 5 of 5
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    Corporate Social Responsibility in Vietnam: Systematic review of research and future directions.
    (Emerald, 2/08/2021) Nguyen M; Khan M; Bensemann J
    While research on corporate social responsibility (CSR) is reaching new territories, the extent to which such literature manifests itself in developing countries is yet to be fully understood. To that end, this study investigates the understanding, evolution, and practice of CSR in Vietnam. A systematic review of the current literature in the recent past (2000-2020) has been embraced in this research. By analysing a total of 143 articles, we demonstrate that there has been visible growth in published articles related to CSR in Vietnam over the last 21 years. We demonstrate that CSR research in Vietnam has significantly grown in the recent past. Our results highlight the in-depth distribution of publications by year, journal, industry, nature, and focus of CSR research in the country. This study is not only the first to provide an enhanced overview of the current state of CSR knowledge in the country but also sets out directions within the CSR research agenda related to Vietnam and potentially other emerging and developing countries.
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    Employee empowerment and HR flexibility in Information Technology SMEs
    (Taylor and Francis Group, 17/01/2023) Tretiakov A; Jurado T; Bensemann J
    HR systems in IT organizations need to be flexible to enable them to adjust to the fast rate of technological change. Employee empowerment, often practiced at IT organizations under the banner of agile practices, has been highlighted as likely to enable HR flexibility. Based on a research panel based survey of top managers at 163 IT organizations in New Zealand and Australia, we confirmed positive effects of employee empowerment on four dimensions of HR flexibility: resource flexibility in employee skills and behaviors, coordination flexibility in employee skills and behaviors, resource flexibility in HR practices, and coordination flexibility in HR practices. The results are consistent with the view that, at IT organizations, employee empowerment both promotes employee ability and willingness to be flexible and facilitates the organizational structures and practices that enable flexible use of HR resources.
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    Global emissions: A new contribution from the shadow economy
    (EconJournals, 8/04/2019) Nguyen PC; Thanh SD; Schinckus C; Bensemann J; Thanh LT
    Based on the STIRPAT model and the EKC hypothesis, this study provides new evidences on the economic determinants of global emissions. The system-GMM estimations are used for the sample of 106 economies in the period of 1995-2012 to investigate the influences of income level, urbanization, industrialization, energy intensity, public expenditure, trade openness, FDI inflow, and especially shadow economy on total greenhouse emissions, CO2 emissions, CH4 emissions, and N2O emissions, respectively. This study contributes to the literature in three folds. First, the industrialization energy intensity are the main drivers for all emissions (excluding N2O). While, urbanization has positive effects on emissions excluding the case of CH4. Other drivers including public spending and economic integration (proxied by trade openness and FDI inflow) are also tested with interesting findings. Second, a higher level of shadow economy increases all emissions excluding CO2. Third, the determinants of emissions vary depending on the countries' income level. The study is supported by a battery of robustness checks and by various estimations in the short and long-run to identify the importance of emissions' drivers.
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    Social outcome expectations and women's intentions to return to IT employment
    (Australasian Association for Information Systems and Australian Computer Society, 27/05/2023) Tretiakov A; Bensemann J; Jurado T
    Women leaving IT employment for childcare or other reasons, and never returning, is a phenomenon that contributes to the underrepresentation of women in IT. However, potential women returners, women who have recently left IT employment and may or may not return, remain an under-researched group. We studied the effects of social outcome expectations on the intention to return to IT employment for 182 potential women returners from New Zealand, Australia, and the United States. The data were obtained via a survey questionnaire. Expectations of friendly co-workers, work-life balance, and family proximity were included; and the expectations of friendly co-workers had a statistically significant effect on the intentions of potential women returners to return to IT employment. The results highlight the difficulty of creating an environment that encourages potential women returners to return to IT because, unlike work-life balance or family proximity, friendly co-workers is a factor that is difficult to control via managerial interventions. For practice, the results suggest that organisations should promote an environment friendly to women, which in part may be achievable by implementing agile approaches to organizing IT work.
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    Women in IT: A work ecosystem perspective
    (Taylor and Francis Group, 2024-05-01) Tretiakov A; Jurado T; Bensemann J
    The literature devoted to gender imbalance in the IT industry tends to focus on women’s experiences within organizations. We extend the flexible careers model to account for the role of an IT work ecosystem formed by interconnected organizations and individuals involved in shaping and supporting IT work. Based on a thematic analysis of 46 interviews of women employed in IT roles in New Zealand, we demonstrate that their experiences in negotiating gender discrimination and work-life balance issues are best understood in terms of their interactions with the IT work ecosystem, rather than solely in terms of interactions within individual organizations. The participants identified themselves with the ecosystem and perceived their careers as progressing within the ecosystem. Their experiences were often gendered, but gender dynamics could play to their advantage, such as in steering them toward managerial or sales roles associated with greater power and autonomy than technical roles.