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VAASA, NOVEMBER 21-25, 2016

For full information on the EDEN concept and benefits, please click here.


The Finnish Doctoral Programme in Business Studies



  • Professor Adam Smale, University of Vaasa (Finland)
  • Professor Kristiina Mäkelä, Aalto University School of Business (Finland)
  • Professor Dana Minbaeva, Copenhagen Business School (Denmark)

Course coordinator and contact information:

Adam Smale
Department of Management
University of Vaasa
P.O. Box 700
65101 Vaasa, FINLAND
Email: adam.smale@uva.fi
Tel. +358 (0)29 449 8446

Adam Smale is a Professor and Head of the Department of Management at the University of Vaasa in Finland. He is also Head of the Human Resource Management research group – Finland’s largest team of HRM scholars. His research interests focus on HRM, careers, and knowledge transfer in multinational corporations. His work has been published in journals such as Journal of International Business Studies, Human Resource Management, Human Resource Management Journal, The International Journal of Human Resource Management, Journal of World Business, International Business Review and Human Resource Management Review. He has received several awards for his teaching and research, and currently serves on the Editorial Boards of Journal of Organizational Effectiveness, People and Performance and the Nordic Journal of Business.

Kristiina Mäkelä is Professor and Head of the International Business unit at Aalto University School of Business, Finland. Her research focuses on people and their interactions in multinational corporations, and she has been awarded with several notable prizes including ‘Researcher of the Year’ by Aalto Biz. Her research has appeared in journals such as Journal of International Business Studies, Journal of Management Studies, Human Resource Management, The International Journal of Human Resource Management, Journal of World Business, International Business Review and Journal of Managerial Psychology. Before entering academia, she worked for more than 10 years in Proctor & Gamble, the world-leading consumer-goods multinational. She serves on the Editorial Board of Journal of Organizational Effectiveness, People and Performance.

Dana Minbaeva is a Professor of Strategic and Global Human Resource Management at the Department for Strategic Management and Globalization, and the Head of the Ph.D. school in Economics and Management, Copenhagen Business School. Her research on strategic international HRM, knowledge sharing and transfer in multinational corporations has appeared in such journals as Journal of International Business Studies, Journal of Management Studies, Human Resource Management, International Journal of Human Resource Management, Management International Review, International Business Review, European Journal of International Management, etc. She is an Associate Editor of Human Resource Management and serves on the Editorial Boards of Journal of World Business, Management International Review, Human Resource Management Journal and the Journal of Organizational Effectiveness, People and Performance. She has received several awards for teaching and research including the prestigious JIBS Decade Award 2013 (the most influential paper published in the Journal of International Business Studies ten years prior). Prof. Minbaeva is the founder of the Human Capital Analytics Group at CBS: www.cbs.dk/hc-analytics


Learning goal and objectives:

The course will cover key theories and research within the field of Human Resource Management (HRM) in the following areas: Strategic HRM (i.e. the link between HRM and outcomes at the firm and individual level), the HR Function (i.e. the roles and capabilities of the HR department and of individual HR professionals), and International HRM (i.e. HRM in multinational corporations, comparative HRM, and global mobility). The course will also introduce participants to critical, multilevel perspectives on HRM as well as to contemporary issues in HRM research methodology such as HR analytics.
The course will also include a full-day seminar where each student gets the
opportunity to present and get feedback on their work.

After the completion of the course the participants should have a solid understanding of the major research traditions and the theoretical approaches used to address key substance areas of HRM, and be able to make critically informed decisions about how to integrate this learning into their doctoral research.



The course is designed for those with an interest in studying people issues within organizations. The course is thus targeted at for but not restricted to doctoral students in Management, Human Resource Management, International Business, and Organizational Behavior.

Attendance at all the classroom seminars is mandatory. Students must therefore ensure they can commit to attending before applying.



Instruction and examination:

The course is based on the view that the participants carry the primary responsibility for their own learning, and that the main task of the instructors is to support the participants in their learning process. Thus, emphasis is placed on the learning activities on the part of each participant.

Participants will be required to:

  • Submit an individual ‘learning diary style’ report in which they reflect on their learning from their reading of the assigned literature. For each chapter and article the report should contain: (a) own learning points (i.e. what did you learn when reading the material?), and (b) questions/issues that you would like to discuss during the reading seminars, as well as reasons why you think these questions/issues are worthy of discussion. For articles, participants must also include a critical reflection [e.g. what was poorly done or presented? what did they not agree with and why?]. The reports (max. half a page per reading) can be structured as bullet points, but the points made and the arguments used must be presented so as to be clear to the reader. The report is due no later than the day before the seminars begin. Submitting the report is a pre-requirement for taking part in the classroom seminars.
  • Participate actively in the classroom seminars (all days).
  • Present part or all of their doctoral dissertation in a full-day doctoral seminar, to be held during the module. Students can decide whether they present the overall dissertation proposal or an article from it. If presenting only a part of it, then the beginning of the presentation should first explain how it fits the broader dissertation. Presentations lasting approx. 20 minutes will be followed by questions and comments from the teaching faculty and other participants. There is no requirement to submit anything in advance and the presentations will not be part of the module grading.
  • Within two weeks after the end of the seminars, to write and submit a personal reflection (max. 2-3 pages) on your own learning during the seminars and how you plan to use it in your doctoral research.
  • Submit an academic paper on a selected topic within Human Resource Management. The paper shall be approximately 15-20 pages in length (font size 12, double-spaced, applying formatting guidelines for Human Resource Management Journal.

    Important: The participants are encouraged to agree upon and discuss their choice of topic as well as their approach with one of the faculty members before beginning the actual writing process.


Introduction to HRM

1. Beer, M., Boselie, P., & Brewster, C. (2015). Back to the future: implications for the field of HRM of the multi-stakeholder perspective proposed 30 years ago. Human Resource Management, 54(3), 427-438.

2. Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56. Talent Management

3. Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304-313.

4. Beechler, S., & Woodward, I. C. (2009). The global “war for talent”. Journal of International Management, 15(3), 273-285.

5. Björkman, I., Ehrnrooth, M., Mäkelä, K., Smale, A. & Sumelius, J. (2013)
Talent or Not? Employee Reactions to Talent Identification, Human Resource
Management, 52(2), 195-214.

HRM Within & Across Levels

6. Hitt, M. A., Beamish, P. W., Jackson, S. E. & Mathieu, J. E. (2007). Building theoretical and empirical bridges across levels: Multilevel research in management (Special Issue). Academy of Management Journal, 50(6), 1385-1399.

7. Huselid, M. A., & Becker, B. E. (2011). Bridging micro and macro domains: Workforce differentiation and strategic human resource management. Journal of Management, 37(2), 421-428.

8. Björkman, I., Ehrnrooth, M, Mäkelä, K., Smale, A. & Sumelius, J. (2014): “From HRM practices to the practice of HRM: Setting a research agenda”. Journal of Organizational Effectiveness: People and Performance, 1 (2): 122-140.

9. Anonymous (2013) Multi-Level Origins of Strategic HRM Capabilities in MNC Subsidiaries. 

Strategic HRM

10. Becker, B. & Huselid, M. (2006). Strategic Human Resource Management: Where do we go from here? Journal of Management, 32(6): 898-925.

11. Bowen, D. E. & Ostroff, C. (2004). Understanding HRM-firm performance
linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2): 203-221.

12. Jiang, K., Lepak, D., Hu, J., & Baer, J. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6): 1264-1294

13. Kehoe, R., & Wright, P. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 39: 366-391.

14. Nyberg, A. J., & Wright, P. M. (2015). 50 Years of Human Capital Research: Assessing What We Know, Exploring Where We Go. Academy Of Management Perspectives, 29(3), 287-295.

Big Data & HR Analytics

15. Davenport, T., Harris, J. and Shapiro, J. (2010) Competing on Talent Analytics. Harvard Business Review, October.

16. Garvin, D. (2013) How Google Sold Its Engineers on Management. Harvard Business Review, December.

17. Rasmussen, T. and Ulrich, D. (2015) Learning from practice: how HR analytics avoids being a management fad. Organization Dynamics, 44(3): 236-242.

International HRM

18. Björkman, I., & Welch, D. (2015). Framing the field of international human resource management research. The International Journal of Human Resource Management, 26(2), 136-150.

19. Brewster, C., Mayrhofer, W. & Smale, A. (2016 in press). Crossing the streams: HRM in multinational enterprises and comparative HRM. Human Resource Management Review. doi:10.1016/j.hrmr.2016.04.002

20. Caligiuri, P., & Bonache, J. (2016). Evolving and enduring challenges in global mobility. Journal of World Business, 51(1), 127-141.



6 ECTS will be assigned upon completion on the seminar


Requirements i) to iii) will be evaluated as pass/fail. Requirement iv) – the academic paper – will be evaluated on a scale of fail/1-5 and will represent the overall grade for the course.


Interested doctoral students should register online (and add the required documents) no later than October 1, 2016 (extended deadline). Besides doctoral students, other researchers may participate. The number of participants will be limited to create a stimulating environment. The selection among the applicants will be conducted by the Institute’s Faculty. They will review the following documents which should necessarily complement each application form:

  • the applicant’s curriculum vitae demonstrating his/her capabilities of doing research ;
  • a letter of recommendation of his/her local faculty supporting the application ;
  • a two-page description of his/her doctoral research, indicating the general objectives.




The normal participation fee for an EDEN seminar is 1.100€.

As part of the collaboration between KATAJA and EIASM, the participation fee is waived for students from Finnish member universities

Thanks to the generous support of the Kataja  in Finland, we are able to offer a considerable reduction for International students.


Finnish doctoral students

Free of Charge

Non-Finnish Doctoral Students
400 Euros (excl. VAT)

This fee covers participation to the seminar, the course materials, lunches as well as one group dinner.

It does not include travel, accommodation and any additional expenses.

Cancellation Policy
Cancellations made before October 30, 2016 will be reimbursed with 10% deduction of the total fee. No reimbursement will be possible after this date.




The programme will start on November 21, 2016 and is scheduled to end November 25, 2016. Please see here for a detailed schedule.


The seminar will be held at the University of Vaasa, Wolffintie 34, 65101 Vaasa, Finland. This is about 15 minutes from the city centre. Please visit the following link to familiarise yourself with the university campus: http://www.uva.fi/en/for/visitors.

The city of Vaasa is located on the west coast of Finland approximately 400 km north of the capital Helsinki.

By air:
There are direct flights to Vaasa from Helsinki (Finnair) and Stockholm (SAS).

By sea:
There is a ferry to Vaasa from Umea (Sweden) http://www.wasaline.com/en/. There are also ferries from Tallinn to Helsinki http://www.tallink.com/.

By train:
A train to Vaasa takes approximately 4 hours from Helsinki. Train timetables and ticket information can be found here: http://www.vr.fi/en.


Participants will have to cover their own hotel accommodation.

Recommended hotels accommodation in Vaasa: 

There are plenty of hotels located in/around the city centre which are 15-20 minutes’ walk from the university. Hotel information can be found via the Visit Finland website: http://www.visitvaasa.fi/en

For cheaper, hostel-style accommodation very close to the university, please see Hotel Tekla: http://www.hoteltekla.net/eng




For more information, please contact:
The EDEN Team
Tel: +32 2 226 66 69
Email: eden@eiasm.be