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Aracruz Celulose counts on HR when the going gets tough Locals cast icon of best practice as the villain in 30‐year land dispute

Aracruz Celulose counts on HR when the going gets tough Locals cast icon of best practice as the... Purpose – Illustrates how good HR practices can help when a company becomes engulfed in conflict with neighboring communities. Design/methodology/approach – Describes the case of Aracruz Celulose which, while feted with awards for its best practice on sustainability and HR, was involved in a 30‐year conflict over land ownership. Findings – Argues that HR managers can: ensure that the firm's talent pool has the requisite leadership skills for future challenges; play a role in educating managers, workers and stakeholders so that their mindsets are changing with the times and current realities; take steps to ward off or ameliorate the effect of societal conflicts and targeting by non‐governmental organizations; educate and advocate that HRM best practices with employees and other stakeholders hold equal importance to best practices in internal operations; establish social‐performance tools to audit how well the company is doing in terms of corporate social responsibility and stakeholder relations. Practical implications – Reveals that best practice in operational areas under a company's control cannot always protect firms from risks related to wider societal dilemmas. Originality/value – Cautions against allowing claim and counter‐claim to fuel a festering dispute. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

Aracruz Celulose counts on HR when the going gets tough Locals cast icon of best practice as the villain in 30‐year land dispute

Human Resource Management International Digest , Volume 16 (4): 3 – Jun 6, 2008

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0967-0734
DOI
10.1108/09670730810878448
Publisher site
See Article on Publisher Site

Abstract

Purpose – Illustrates how good HR practices can help when a company becomes engulfed in conflict with neighboring communities. Design/methodology/approach – Describes the case of Aracruz Celulose which, while feted with awards for its best practice on sustainability and HR, was involved in a 30‐year conflict over land ownership. Findings – Argues that HR managers can: ensure that the firm's talent pool has the requisite leadership skills for future challenges; play a role in educating managers, workers and stakeholders so that their mindsets are changing with the times and current realities; take steps to ward off or ameliorate the effect of societal conflicts and targeting by non‐governmental organizations; educate and advocate that HRM best practices with employees and other stakeholders hold equal importance to best practices in internal operations; establish social‐performance tools to audit how well the company is doing in terms of corporate social responsibility and stakeholder relations. Practical implications – Reveals that best practice in operational areas under a company's control cannot always protect firms from risks related to wider societal dilemmas. Originality/value – Cautions against allowing claim and counter‐claim to fuel a festering dispute.

Journal

Human Resource Management International DigestEmerald Publishing

Published: Jun 6, 2008

Keywords: Best practice; Sustainable development; Human resource management; Risk assessment; Stakeholder analysis

References