1. What is international labor migration?

2. In their study The role of the human capital and investment in human
capital within the sustainable socio-economic development: How labor
force migration affects competitiveness?, Son and Noja (2013)
argued that the impact of labor immigration on sending country is less.
Do you agree with this statement? Why?
3. Describe two major implications of emigration on part of its labor force
for origin country?
4. Describe direct and indirect effects of emigration.
5. What are circumstances under which an organization needs to
downsize?
6. What types of risks are associated with downsizing?
7. What is the difference between proactive and reactive downsizing?
8. What are the incentives inherent in downsizing decision of an
organization?
9. What are drivers of proactive downsizing?
10.
Do you agree with the statement that downsizing leads to
profitability?Why Yes and Why Not?
11.
What is the effective strategy for downsizing?
12.
What are three components which determine how to treat the
people during downsizing?
13.
What could be the potential costs if organizations ignore the
three elements of treatment during downsizing process?
14.
Why misconduct during downsizing is common as reported by
Molinsky and Margolis (2006)?
15.
What is the key philosophy of the concept Strategic Human
Resource Management?
16.
Which are the key concepts recommending the intersection of
the field of strategy and Human Resource Management?
17.
What is the origin of the resource based view of the firm? What
made resource based view of the firm applicable in the field of human
resource management?
18.
Why Cappelli and Singh (1992) proposed that resource-based
view of the firm ca provide theoretical foundation for the implications
of HR in strategy formulation and implementation?
19.
Do you agree with the argument of Wright et al. (1994) HR
practices could not form the basis for sustainable competitive
advantage? Describe your point of view.
20.
What are the constituents of human resource advantage?
21.
What understanding were you able to develop from the
statement: some employee groups are more instrumental to
competitive advantage than others.
22.
What are the three components of Strategic Human Resource
Management (SHRM)?
23.
Human Capital Pool and Employee Behavior are the two of key
components of SHRM. What is the specific element inherent in

individuals that enables an organization to gain competitive

advantage? Suppose an organization retains both of these elements
but is still enable to gain competitive advantage. What could lead such
an organization towards the failure in gaining competitive advantage?
Why such an organization requires effective people management
systems?
24.
What is the key characteristic of effective people management
system?
25.
Which are the three components of SHRM? Why an organization
requires excelling in all of these components in order to gain
competitive advantage?
26.
Which are three bridges between the field of strategy and human
resource management?
27.
Differentiate between competency, portfolio of competencies
and core competency.
28.
What is Dynamic Capability? Why, practically, it is difficult for an
organization to adapt to changing environmental contingencies?
29.
Recall knowledge-based view of the firm and describe the
reasons for existence of an organization.
30.
How does the focus as well as the levels of HR literature and
strategy literature differ from each other in terms of knowledge?
31.
Which are the key points providing common ground for two
distinct disciplines of HR and Strategy to converge?
32. How the two HR systems supporting individual learning and those
supporting organizational learning differ from each other?