Quality management requires increasing employee involvement, with the aim of attaining improved employee and customer satisfaction. However, although it may lead to increasing job demands and intensification, the evidence of an association between employee job satisfaction and quality management remains mixed and narrow. This study investigates this link in the wider economy, and addresses the role of human resource management practices that target direct employee participation (job enrichment and high involvement management) in this relationship.

The debate around primary determinants influencing Reverse Knowledge Transfer has yet to attain academic consensus. This paper draws an overall picture of Reverse Knowledge Transfer from subsidiaries to parent firms, particularly in the context of an energetic emerging market, by incorporating all the different facets of the phenomenon. The research is based on a sample of subsidiary companies located in South Korea.

M&A deals are complex and challenging transactions that arguably represent the most significant investment a company can undertake, and give researchers an opportunity to analyse the value implications of these executive decisions. Whether mergers and acquisitions ultimately create or destroy corporate value and the identification of the factors that determine M&A success or failure are issues of crucial importance for both the management and shareholders of companies, and also for policy makers. The results presented in this paper provide some important conclusions regarding the impact of mergers and acquisitions in the UK, which should be taken into consideration by policymakers reviewing this area of the corporate environment.

In the UK, the benefits of flexible working, for both employees and employers, have been widely advocated. Data suggests there has been an increase in the offering of flexible working options to employees in Britain, and that similar schemes have been introduced across Europe. A systematic review of the academic research showed that a clear link between flexible working arrangements and organisational performance is yet to be established. In fact, a large empirical study of firms in the UK, France, Germany and the USA concluded that there was no direct link between flexible working practices and firm performance. This study examines data from the Workplace and Employment Relations Survey of 2004 to facilitate further understanding.