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Macarena López-Fernández
Facultad de Ciencias Económicas y Empresariales, University of Cádiz, C/Enrique Villegas Vélez, nº 2, 11002 Cádiz, Spain

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Chapter
Published: 01 January 2019 in Advances in Linguistics and Communication Studies
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Considering that markets today are characterized by high levels of competition and dynamism, the managerial function is becoming increasingly complex. Managers need to develop a series of skills to be able to respond to these changes in the environment. These competences must cover a broad spectrum: (1) at the strategic level, analyzing opportunities, threats, and the strengths and weaknesses of the organization in order to ensure its survival; (2) at the group or collective level, managing people who work inside and outside the company, and (3) individually, the manager must be in control of him/herself before being able to manage those in his/her charge. Thus, proactivity, creativity, team management, and stress or time management are just some of those skills that managers should not ignore. This chapter focuses on analyzing the competences that managers must develop in order to be successful in both domestic and international markets.

ACS Style

Rosalia Diaz-Carrion; Macarena López-Fernández; Pedro M. Romero-Fernandez. Introduction to the International Managerial Competences. Advances in Linguistics and Communication Studies 2019, 1 -19.

AMA Style

Rosalia Diaz-Carrion, Macarena López-Fernández, Pedro M. Romero-Fernandez. Introduction to the International Managerial Competences. Advances in Linguistics and Communication Studies. 2019; ():1-19.

Chicago/Turabian Style

Rosalia Diaz-Carrion; Macarena López-Fernández; Pedro M. Romero-Fernandez. 2019. "Introduction to the International Managerial Competences." Advances in Linguistics and Communication Studies , no. : 1-19.

Journal article
Published: 05 December 2018 in Sustainability
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The aim of this article is to contribute to understanding the importance of considering the effect of employees’ perceptions of Socially Responsible Human Resource Management (SR-HRM) on employee commitment. Results, applied to different levels of the organization (HR managers, line managers and employees) show, on one hand, that there is a relationship between a SR-HRM and employee commitment, and on the other hand, that employees’ perceptions have an influence on the extent to which these relationships are developed. HR managers and line managers perceived SR-HRM in a similar way and line managers and non-managerial employees generally did too. The frequency with which line managers disagree with employees’ perceptions about socially responsible practices was low. Suggestions for HRM practice and future research are provided.

ACS Style

Macarena López-Fernández; Pedro M. Romero-Fernández; Ina Aust. Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers. Sustainability 2018, 10, 4614 .

AMA Style

Macarena López-Fernández, Pedro M. Romero-Fernández, Ina Aust. Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers. Sustainability. 2018; 10 (12):4614.

Chicago/Turabian Style

Macarena López-Fernández; Pedro M. Romero-Fernández; Ina Aust. 2018. "Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers." Sustainability 10, no. 12: 4614.

Original article
Published: 23 September 2018 in Business Ethics: A European Review
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Socially responsible human resource management (SR‐HRM) is becoming increasingly important for academics and managers. The interface between HRM and corporate social responsibility (CSR) is the subject of analysis in this article. It adopts a contextual perspective to analyze whether the institutional context influences the implementation of socially responsible HRM (SR‐HRM). Considering the differences in the national institutional contexts across Europe, this study explores the different models of SR‐HRM in that region. The research is focused on a sample of 153 companies headquartered in Germany, Spain, Sweden, and the United Kingdom. The findings evidence the influence exerted by the national institutional context on the implementation of SR‐HRM. Differences among country clusters suggest the existence of different models of SR‐HRM in Europe. However, these models do not correspond to the blocks on HRM or on CSR identified by the literature but instead provide a novel categorization.

ACS Style

Rosalia Diaz-Carrion; Macarena López-Fernández; Pedro M. Romero-Fernandez. Evidence of different models of socially responsible HRM in Europe. Business Ethics: A European Review 2018, 28, 1 -18.

AMA Style

Rosalia Diaz-Carrion, Macarena López-Fernández, Pedro M. Romero-Fernandez. Evidence of different models of socially responsible HRM in Europe. Business Ethics: A European Review. 2018; 28 (1):1-18.

Chicago/Turabian Style

Rosalia Diaz-Carrion; Macarena López-Fernández; Pedro M. Romero-Fernandez. 2018. "Evidence of different models of socially responsible HRM in Europe." Business Ethics: A European Review 28, no. 1: 1-18.

Research article
Published: 14 August 2018 in Corporate Social Responsibility and Environmental Management
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This paper sheds light on the relevance of socially responsible human resource management (SR‐HRM) and its link to the generation of value for companies. Based on the synergistic assumptions of the configurational approach, the article tests the association of SR‐HRM policies on intellectual capital (IC) dimensions (human, social and organizational capital). A cluster and structural equation modelling analysis on a sample of 85 human resource (HR) managers confirms that companies implementing socially responsible HR policies could experience a greater increase in IC levels than other companies. This process facilitates the sustainable development of organizations through the enhancement of IC value and stakeholder engagement among employees as a main group of interest.

ACS Style

Jesus Barrena-Martinez; Macarena López-Fernández; Pedro M. Romero-Fernandez. The link between socially responsible human resource management and intellectual capital. Corporate Social Responsibility and Environmental Management 2018, 26, 71 -81.

AMA Style

Jesus Barrena-Martinez, Macarena López-Fernández, Pedro M. Romero-Fernandez. The link between socially responsible human resource management and intellectual capital. Corporate Social Responsibility and Environmental Management. 2018; 26 (1):71-81.

Chicago/Turabian Style

Jesus Barrena-Martinez; Macarena López-Fernández; Pedro M. Romero-Fernandez. 2018. "The link between socially responsible human resource management and intellectual capital." Corporate Social Responsibility and Environmental Management 26, no. 1: 71-81.

Book chapter
Published: 06 August 2018 in Transformational Entrepreneurship
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ACS Style

Jesus Barrena-Martinez; Macarena Lopez-Fernandez; Pedro Romero-Fernandez. Exploring the excellence in socially responsible human resource practices. Transformational Entrepreneurship 2018, 78 -89.

AMA Style

Jesus Barrena-Martinez, Macarena Lopez-Fernandez, Pedro Romero-Fernandez. Exploring the excellence in socially responsible human resource practices. Transformational Entrepreneurship. 2018; ():78-89.

Chicago/Turabian Style

Jesus Barrena-Martinez; Macarena Lopez-Fernandez; Pedro Romero-Fernandez. 2018. "Exploring the excellence in socially responsible human resource practices." Transformational Entrepreneurship , no. : 78-89.

Research article
Published: 06 June 2018 in Corporate Social Responsibility and Environmental Management
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Adopting a sustainability approach in management has become an imperative for organizations. This article addresses this challenge by establishing the criteria for the implementation of a human resource management (HRM) system based on an approach of corporate social responsibility (CSR). It also provides a measurement scale for CSR in the field of HRM. We analyse the sustainability reports of 194 companies quoted on the main stock exchanges of Germany, Spain, Sweden and the United Kingdom. Furthermore, we review the main international CSR standards. Finally, we develop a Delphi study among academic experts. The results have practical implications. They suggest that human resource managers must play a proactive role in pushing their organizations to develop employment practices with a CSR orientation. This will have positive effects for companies internally by enhancing employees' satisfaction and commitment toward the organization, and externally by improving the image that the company projects to society.

ACS Style

Rosalia Diaz-Carrion; Macarena López-Fernández; Pedro M. Romero-Fernandez. Developing a sustainable HRM system from a contextual perspective. Corporate Social Responsibility and Environmental Management 2018, 25, 1143 -1153.

AMA Style

Rosalia Diaz-Carrion, Macarena López-Fernández, Pedro M. Romero-Fernandez. Developing a sustainable HRM system from a contextual perspective. Corporate Social Responsibility and Environmental Management. 2018; 25 (6):1143-1153.

Chicago/Turabian Style

Rosalia Diaz-Carrion; Macarena López-Fernández; Pedro M. Romero-Fernandez. 2018. "Developing a sustainable HRM system from a contextual perspective." Corporate Social Responsibility and Environmental Management 25, no. 6: 1143-1153.

Journal article
Published: 11 May 2018 in Sustainability
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The current recession has caused a large number of companies to reevaluate their valuable resources and ways to preserve and invest those resources. Given the relevance of employees as key stakeholders, developing a socially responsible orientation in human resource management for taking care of workers and their needs must be an essential process for business success. This study, based on stakeholder theory and a social integrative approach, examines the main drivers and barriers in the implementation of socially responsible actions in human resource management. The research uses a quantitative analysis based on questionnaires responded to by 85 human resource managers from large Spanish companies. We conclude that there are two significant drivers of socially responsible actions in human resource management (HRM): access to public subsidies and the improvement of the working environment. The main significant barriers highlighted by human resource managers are conflicts in decisions with boards and/or management teams and the lack of employees’ acceptance. The professional implications of the research are discussed at the end of the paper.

ACS Style

Jesus Barrena-Martinez; Macarena López-Fernández; Pedro M. Romero-Fernandez. Drivers and Barriers in Socially Responsible Human Resource Management. Sustainability 2018, 10, 1532 .

AMA Style

Jesus Barrena-Martinez, Macarena López-Fernández, Pedro M. Romero-Fernandez. Drivers and Barriers in Socially Responsible Human Resource Management. Sustainability. 2018; 10 (5):1532.

Chicago/Turabian Style

Jesus Barrena-Martinez; Macarena López-Fernández; Pedro M. Romero-Fernandez. 2018. "Drivers and Barriers in Socially Responsible Human Resource Management." Sustainability 10, no. 5: 1532.

Book chapter
Published: 07 June 2017 in Issues of Human Resource Management
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ACS Style

Jesus Barrena-Martinez; Rocío Gómez-Molinero; Macarena López- Fernández; Pedro M. Romero-Fernandez. Emotional Capital in Family Businesses: Decisions from Human Resource Management Perspective. Issues of Human Resource Management 2017, 1 .

AMA Style

Jesus Barrena-Martinez, Rocío Gómez-Molinero, Macarena López- Fernández, Pedro M. Romero-Fernandez. Emotional Capital in Family Businesses: Decisions from Human Resource Management Perspective. Issues of Human Resource Management. 2017; ():1.

Chicago/Turabian Style

Jesus Barrena-Martinez; Rocío Gómez-Molinero; Macarena López- Fernández; Pedro M. Romero-Fernandez. 2017. "Emotional Capital in Family Businesses: Decisions from Human Resource Management Perspective." Issues of Human Resource Management , no. : 1.

Journal article
Published: 01 June 2017 in Cuadernos de Gestión
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ACS Style

Jose M. Biedma-Ferrer; Macarena López Fernández; Pedro M. Romero Fernández. The collective labour agreement as a key tool for driving corporate social responsibility: banking sector analysis. Cuadernos de Gestión 2017, 2016, 135 -156.

AMA Style

Jose M. Biedma-Ferrer, Macarena López Fernández, Pedro M. Romero Fernández. The collective labour agreement as a key tool for driving corporate social responsibility: banking sector analysis. Cuadernos de Gestión. 2017; 2016 (2):135-156.

Chicago/Turabian Style

Jose M. Biedma-Ferrer; Macarena López Fernández; Pedro M. Romero Fernández. 2017. "The collective labour agreement as a key tool for driving corporate social responsibility: banking sector analysis." Cuadernos de Gestión 2016, no. 2: 135-156.

Journal article
Published: 26 May 2017 in The International Journal of Human Resource Management
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ACS Style

Jesús Barrena-Martínez; Macarena López-Fernández; Pedro Miguel Romero-Fernández. Towards a configuration of socially responsible human resource management policies and practices: findings from an academic consensus. The International Journal of Human Resource Management 2017, 30, 2544 -2580.

AMA Style

Jesús Barrena-Martínez, Macarena López-Fernández, Pedro Miguel Romero-Fernández. Towards a configuration of socially responsible human resource management policies and practices: findings from an academic consensus. The International Journal of Human Resource Management. 2017; 30 (17):2544-2580.

Chicago/Turabian Style

Jesús Barrena-Martínez; Macarena López-Fernández; Pedro Miguel Romero-Fernández. 2017. "Towards a configuration of socially responsible human resource management policies and practices: findings from an academic consensus." The International Journal of Human Resource Management 30, no. 17: 2544-2580.

Journal article
Published: 01 January 2017 in European Research on Management and Business Economics
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This article addresses the measurement and validation of socially responsible human resource policies from academic and professional points of view. Corporate Social Responsibility (CSR) has made great progress in recent years in the theoretical realm, showing its importance through different perspectives such as the institutional theory, the stakeholder approach, the theory of legitimacy, and the process of shared value. However, from an empirical standpoint, more research is needed to provide new indicators and evidence of testing socially responsible policies on business performance. This paper aims to devise a set of socially responsible human resource policies, demonstrate the validation of their content through several practices, and review the analysis of their relative weights thanks to the contribution of a panel of academic experts and a professional pretest, conducted in large Spanish companies

ACS Style

Jesus Barrena-Martinez; Macarena López-Fernández; Pedro M. Romero-Fernandez. Socially responsible human resource policies and practices: Academic and professional validation. European Research on Management and Business Economics 2017, 23, 55 -61.

AMA Style

Jesus Barrena-Martinez, Macarena López-Fernández, Pedro M. Romero-Fernandez. Socially responsible human resource policies and practices: Academic and professional validation. European Research on Management and Business Economics. 2017; 23 (1):55-61.

Chicago/Turabian Style

Jesus Barrena-Martinez; Macarena López-Fernández; Pedro M. Romero-Fernandez. 2017. "Socially responsible human resource policies and practices: Academic and professional validation." European Research on Management and Business Economics 23, no. 1: 55-61.

Journal article
Published: 17 February 2016 in Intangible Capital
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Purpose: This research focuses on the benefits that social responsibility can report on the area of human resources, examined the impact of a socially responsible configuration of human resource policies and practices in the generation value process for the company, and more specifically in its intellectual capital. Design/methodology/approach: The study performed a regression analysis, testing the individual effects of socially responsible human resource policies on intellectual capital, broken down into three main variables such as human, social and organizational capital. Findings: The results shed light on how the introduction of socially responsible aspects in the management of human resources can facilitate the exchange of knowledge, skills and attitudes human--capital; lead to improvements in communication, trust, cooperation among employees social-capital and, in turn, generates an institutionalized knowledge encoded in the own organizational culture –organizational capital–. Research limitations/implications: The study only provides information from large companies with over 250 employees. Practical implications: There are important implications in the measure of corporate social responsibility concerns in the area of human resources. Social implications: Also important intangible effects on non-economic variables are confirmed, such as intellectual capital. Originality/value: The value of the study lies in its novelty, testing socially responsible configurations of human resources as well as the direct effects of different policies on intellectual capital.

ACS Style

Jesus Barrena-Martínez; Macarena López-Fernández; Pedro Miguel Romero-Fernández. Efectos de las políticas de recursos humanos socialmente responsables en el capital intelectual. Intangible Capital 2016, 12, 549 .

AMA Style

Jesus Barrena-Martínez, Macarena López-Fernández, Pedro Miguel Romero-Fernández. Efectos de las políticas de recursos humanos socialmente responsables en el capital intelectual. Intangible Capital. 2016; 12 (2):549.

Chicago/Turabian Style

Jesus Barrena-Martínez; Macarena López-Fernández; Pedro Miguel Romero-Fernández. 2016. "Efectos de las políticas de recursos humanos socialmente responsables en el capital intelectual." Intangible Capital 12, no. 2: 549.

Chapter
Published: 01 January 2012 in Professional Advancements and Management Trends in the IT Sector
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Over the past years, several researchers have analysed the relational dynamics that takes place inside and between organizations (concept, mediating and moderating variables, effects, etc.) considering it as a resource capable of contributing to the orientation and the strategic positioning of the organizations, and, as a last resort, to the support of the competitive advantages. Nevertheless, there are very few studies that include evidence about how the effective management of certain characteristics and properties of the network, such as the work dynamics developed or the interaction in the group may be useful for the operation of the work group itself in firms that develope its activity in high-tech sectors. Thus, the objectives of this paper is to develop a conceptual framework for studying the relationship between Human Resource Activities and Social Capital while underlining the importance that human resource policies play in the management of this variable in a IT environment.

ACS Style

Macarena López-Fernández; Fernando Martín-Alcázar; Pedro Miguel Romero-Fernández. Human Resource Management on Social Capital. Professional Advancements and Management Trends in the IT Sector 2012, 80 -93.

AMA Style

Macarena López-Fernández, Fernando Martín-Alcázar, Pedro Miguel Romero-Fernández. Human Resource Management on Social Capital. Professional Advancements and Management Trends in the IT Sector. 2012; ():80-93.

Chicago/Turabian Style

Macarena López-Fernández; Fernando Martín-Alcázar; Pedro Miguel Romero-Fernández. 2012. "Human Resource Management on Social Capital." Professional Advancements and Management Trends in the IT Sector , no. : 80-93.

Journal article
Published: 01 January 2011 in International Journal of Management and Enterprise Development
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The purpose of this study is to develop a conceptual framework in order to analyse the relationship between corporate social responsibility and strategic human resource (HR) management. Thus far, both disciplines have advanced in isolation. Therefore, this paper aims to examine if a combination of these research lines can provide competitive advantages for enterprises. Specifically, we will analyse how a socially responsible orientation in the HRs practices can contribute to the achievement of these advantages through performance variables, such as work environment and intellectual capital.

ACS Style

Jesus Barrena-Martinez; Macarena Lopez Fernandez; Pedro M. Romero-Fernandez. Research proposal on the relationship between corporate social responsibility and strategic human resource management. International Journal of Management and Enterprise Development 2011, 10, 173 .

AMA Style

Jesus Barrena-Martinez, Macarena Lopez Fernandez, Pedro M. Romero-Fernandez. Research proposal on the relationship between corporate social responsibility and strategic human resource management. International Journal of Management and Enterprise Development. 2011; 10 (2/3):173.

Chicago/Turabian Style

Jesus Barrena-Martinez; Macarena Lopez Fernandez; Pedro M. Romero-Fernandez. 2011. "Research proposal on the relationship between corporate social responsibility and strategic human resource management." International Journal of Management and Enterprise Development 10, no. 2/3: 173.

Journal article
Published: 01 April 2010 in International Journal of Human Capital and Information Technology Professionals
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Over the past years, several researchers have analysed the relational dynamics that takes place inside and between organizations (concept, mediating and moderating variables, effects, etc.) considering it as a resource capable of contributing to the orientation and the strategic positioning of the organizations, and, as a last resort, to the support of the competitive advantages. Nevertheless, there are very few studies that include evidence about how the effective management of certain characteristics and properties of the network, such as the work dynamics developed or the interaction in the group may be useful for the operation of the work group itself in firms that develope its activity in high-tech sectors. Thus, the objectives of this paper is to develop a conceptual framework for studying the relationship between Human Resource Activities and Social Capital while underlining the importance that human resource policies play in the management of this variable in a IT environment.

ACS Style

Macarena López-Fernández; Fernando Martín Alcázar; Pedro Miguel Romero-Fernández. Human Resource Management on Social Capital. International Journal of Human Capital and Information Technology Professionals 2010, 1, 36 -48.

AMA Style

Macarena López-Fernández, Fernando Martín Alcázar, Pedro Miguel Romero-Fernández. Human Resource Management on Social Capital. International Journal of Human Capital and Information Technology Professionals. 2010; 1 (2):36-48.

Chicago/Turabian Style

Macarena López-Fernández; Fernando Martín Alcázar; Pedro Miguel Romero-Fernández. 2010. "Human Resource Management on Social Capital." International Journal of Human Capital and Information Technology Professionals 1, no. 2: 36-48.

Research article
Published: 01 June 2009 in Journal of General Management
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Despite the social and political changes over the past decade that have taken place in the field of work, it is obvious that participation of women in managerial posts is limited. This paper supports the principle of equal opportunity of access to these posts for women and aims to examine the occupational segregation that exists in the labour market. The paper presents some key factors relevant to this situation and highlights the fact that women could offer knowledge to organisations that would otherwise be wasted.

ACS Style

Macarena López-Fernández; Fernando Martín Alcázar; Pedro M. Romero-Fernandez. Key Factors in the Access of Women to Managerial Posts. Journal of General Management 2009, 34, 39 -50.

AMA Style

Macarena López-Fernández, Fernando Martín Alcázar, Pedro M. Romero-Fernandez. Key Factors in the Access of Women to Managerial Posts. Journal of General Management. 2009; 34 (4):39-50.

Chicago/Turabian Style

Macarena López-Fernández; Fernando Martín Alcázar; Pedro M. Romero-Fernandez. 2009. "Key Factors in the Access of Women to Managerial Posts." Journal of General Management 34, no. 4: 39-50.