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Articles fall into two broad categories: (1) those grounded
in theory and/or papers using scientific research methods
(e.g., reports of original empirical studies, ethnographic Scholarly principles and leading-edge research on
studies, critical reviews of existing empirical research, today’s relevant HRM issues and real-world practice:
theory pieces that clearly extend current thinking); and Human Resource Management is the premier HR
(2) those focusing on innovative HR approaches that
journal for academics and executives alike.
are based on well-reasoned extensions of existing re- Now publishing six issues a year, beginning in 2009.
search, experiential knowledge or exemplary cases (e.g.,
thought pieces, case studies, top executive interviews.)
A Bridge Journal
HRM strives to create a bridge between the leading-edge
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day operations of the HR practitioner. By publishing
manuscripts grounded in scholarly principles that also
address relevant HRM issues, the Journal truly bridges
the worlds of academic work and real-world practice.

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 A SA M P LE OF THE INTERESTING AND ESSENTIAL ARTICLES
YOU W ILL FIND IN H u m a n R e s o u r c e M a n a g e m e n t

Interorganizational Formal Mentoring: Career Success after Stigmatizing Organizational Events

Breaking the Concrete Ceiling Sometimes
Requires Support from the Outside
A udre y J. M urre ll, S tac y B lake -B e ard ,
D avid M. P o rte r , J r ., A ddie P e rkin s -W illiamso n
Our research explores the idea that formal mentoring relationships
that cut across traditional organizational boundaries may facilitate
positive interactions among an increasingly diverse workforce. We
present interview, Web-survey, and focus-group data across an
eight-month period from a pilot test of an interorganizational for-
mal mentoring (IOFM) program sponsored by the Executive Lead-
ership Council (ELC). Results indicate that IOFM provides valuable
access to mentoring relationships that include trust and psychoso-
cial support, access to legitimate organizational power, and the
sharing of social capital across traditional organizational boundar-
ies. The benefits and challenges of this approach to mentoring and
diversity are examined.
The Relationship between Social Norm Consensus,
Perceived Similarity, and Observer Reactions
to Coworker Theft
J am e s M. S c hm idtke
This research examines observers’ reactions to coworker theft in a
restaurant chain. This study focuses on the role of social information,
such as the social norm consensus regarding the specific type of theft
behavior, and on the perceived similarity between the observer and
the perpetrator. In general, observers are less likely to label cowork-
ers’ behavior as theft when social norm consensus is low and when
they perceive the perpetrator as similar to themselves. Also, observ-
ers are less likely to report and more likely to imitate the theft be-
havior of similar coworkers as the amount of consensus regarding
the type of theft decreases. Analyses indicate that the relationship
between similarity, reporting, and imitation of theft behavior is not
mediated by the labeling of an event as theft. Implications for em-
ployee theft research and human resource management practice
are discussed.
M o n ika H am o ri
This article examines the effect of six types of stigmatizing organi-
zational events on employees’ career moves to another employer:
criticism of the organization in the media; resignation of key indi-
viduals from the organization; downsizing; a drop in net income;
lawsuits launched by the Securities and Exchange Commission,
competitors, or customers; and lawsuits launched by employees.
Stigmatizing events that signal the decline of corporate perfor-
mance are the most devastating for professional career success.
Outsiders, on the other hand, are less sensitive to an organization’s
involvement in lawsuits launched by public authorities or employees.
Stigmatizing events affect the career success of every professional in
the organization, irrespective of his or her hierarchical level.
New Forms of Ownership and Human Resource
Practices in Vietnam
Y in g Z hu , N g an C o llin s , M ic hae l W e bbe r , J o hn B e n so n
In 1986, the government of Vietnam commenced the move from a
centrally planned system to a market-oriented economy with a
multisectoral economic structure and a multiownership system.
This process, known as Doi Moi, has had a major effect on the eco-
nomic and social fabric of Vietnam. Although the body of research
on this topic has grown, few studies have explored the effect of
these economic changes on the internal operations of enterprises.
In particular, little is known about the relationship between these
new forms of ownership and how enterprises structure their hu-
man resource management. This article seeks to explore this rela-
tionship through detailed case studies of 32 enterprises covering
the range of ownership types.The findings reveal a diversity of hu-
man resource management practices. The article concludes by con-
sidering the theoretical and practical implications of these results
for economies undergoing transition.

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