Types of Gaps

Evidence Gap Temuan penelitian yang baru bertentangan dengan kesimpulan yang
diterima secara luas atau kontradiksi dalam temuan penelitian
sebelumnya
Knowledge Gap Pertama, pengetahuan kemungkinan tidak/belum ada dalam bidang
aktual untuk teori dan literatur dari domain penelitian terkait.

Kedua, kemungkinan menjadi kasus bahwa hasil penelitian berbeda

dari apa yang diharapkan.
Practical-Knowledge Konflik praktis-pengetahuan (aksi-pengetahuan) muncul ketika
Gap perilaku profesional sebenarnya berbeda dari perilaku yang
dianjurkan. Dalam hal ini, penelitian dapat mencari untuk
menentukan ruang lingkup konflik dan untuk mengungkap alasan
keberadaannya.
Methodological Gap Jenis kesenjangan yang berhubungan dengan konflik yang terjadi
karena pengaruh metodologi pada hasil penelitian. Kesenjangan ini
mengatasi konflik dengan metode penelitian dalam studi
sebelumnya dan menawarkan arah penelitian baru yang berbeda dari
metode penelitian sebelumnya.
Empirical Gap Berkaitan dengan temuan atau proposisi penelitian yang perlu
dievaluasi atau diverifikasi secara empiris.
Theoretical Gap Kesenjangan teoritis adalah jenis kesenjangan yang berhubungan
dengan kesenjangan dalam teori dengan penelitian sebelumnya.
Contoh, jika satu fenomena sedang dijelaskan melalui berbagai
model teoritis, sama halnya dengan konflik kesenjangan
metodologis, mungkin ada konflik teoritis
Population Gap Kesenjangan mengenai populasi yang tidak cukup terwakili atau
kurang diteliti pada penelitian sebelumnya.

A Student : V Prio
1 Article Title : Green human resource management: a comparative qualitative case
study of a United States multinational corporation
Gap 1 : Type of Gap : Population Gap

This study examines an organization within the foodservice industry

and draws a comparison between three European countries, the UK,
Sweden and Germany. First, as multinational companies (MNCs)
seek to develop environmental management across varying national
settings, the degree to which MNCs adopt a consistent approach to
Green HRM across countries is unclear.
Gap 2 : Type of Gap : Methodological Gap

Second, this research adds qualitative evidence to identify and

 explain the relationship between the environment and HR functions
and the employee engagement practices. This involves identification
and exploration of the practices involved in engaging the workforce
in environmental sustainability. Thus far, research is primarily
conceptual, with the development of concepts and theoretical
propositions or, empirical utilizing quantitative methods of data
collection and analysis
Gap 3 : Type of Gap : Practical Knowledge Gap

Current research focuses on manufacturing industries and ISO

14001certified companies (Jabbour et al., 2012, 2015; Teixeira et
al., 2012) and aviation (Harvey et al., 2013). Therefore, this
comparative qualitative empirical study seeks to address these
identified gaps in the literature
2 Article Title : Towards an understanding of social networks among organizational
self-initiated expatriates: a qualitative case study of a professional
services firm
Gap 1 : Type of Gap : Population GAP

with senior managers (VP HR and another senior HR manager) and

a group of OSIEs currently working for ‘Mintech’an international
professional services firm in the mining industry.
Gap 2 : Type of Gap : Methodological GAP

Both objectives will be achieved by drawing on a mixed-method

study comprising documentary analysis and in-depthinterviews with
senior managers (VP HR and another senior HR manager) and a
group of OSIEs.
Gap 3 : Type of Gap : Practical Knowledge GAP

By comparison, however, research on OSIEs remains very limited

(Altman and Baruch 2012; Richardson, McKenna, Dickie and de
Gama 2013). Although the boundaries between these three groups –
and we would argue all internationally mobile professionals
(McKenna and Richardson 2007; Andresen, Bergdolt, Marganfeld
and Dickmann, 2014) – are blurred, we offer a ‘working definition’
to signal the parameters of this particular paper. Following Doherty
et al. (2013), we suggest that OSIEs differ from OEs and SIEs in
that OSIEs initiate their own mobility within an organizational
context under company sponsorship, support and/or knowledge. For
the purposes of this paper, we are concerned to investigate the
potential link between individual motivations to engage in OSIE,
experiences of network formation during expatriation and, the
perceived organizational and individual benefits of developing those
networks.
B Student : Miralda
 1 Article Title : The relationship between leader-member relations, job satisfaction
and organizational commitment in international tourist hotels in
Taiwan
Gap 1 : Type of Gap : Empirical Gap

Against this background, leader-member relations, job satisfaction

and organizational commitment are important factors for
supervisors in the hotel industry. The present study develops and
tests a research model that examines the effects of leader-member
relations on frontline employee job satisfaction and organizational
commitment.
The main purposes of this research are to investigate: (i) the effects
of leader-member relation on job satisfaction; (ii) the effects of job
satisfaction on organization commitment; and (iii) the mediation
effects of job satisfaction on leader-member relation to organization
commitment.
Gap 2 : Type of Gap : Contradictive Evidence

Previous research revealed that overall satisfaction drops for

employees of more than 6 months standing, and the greatest level of
job turnover occurs during this period (Smith, Gregory and Cannon
1996). Smith et al. (1996) argue that high turnover may be due to a
lack of job satisfaction among employees. In addition in recent hotel
research, job satisfaction has been found to be negatively associated
with intention to leave (Karatepe, Uludag, Menevis, Hadzimehme-
dagic and Baddar 2006).
C Student : Akhmat Mustofa
1 Article Title : Work engagement, psychological contract breach and job
satisfaction
Gap 1 : Type of Gap : Empirical Gap

Understanding the relationship between unmet employee

expectations and engagement holds the promise of enabling
organizations to create and manage an engaged workforce because
previous studies indicate important links between these expectations
and important employee attitudes and behavior (e.g. Conway and
Briner 2005; Rigotti 2009). However, no previous study has
considered the impact of unmet expectations on work engagement:
only met expectations (Parzefall and Hakanen 2010; Bal and Kooij
2011; Bal et al. 2013). In addition, we extend the narrow focus of
the
previous literature by hypothesizing that job satisfaction mediates
the relationship between PCB and work engagement. Previous work
grounded in SET has identified PCB as an antecedent of job
satisfaction (Tekleab, Takeuchi and Taylor 2005; Zhao et al. 2007;
Bal, De Lange, Jansen and Van Der Velde 2008) and found a
 positive relationship between job satisfaction and engagement (Saks
2006; Simpson 2009; Yalabik, Popaitoon, Chowne and Rayton
2013).
Gap 2 : Type of Gap : Practical-Knowledge Gap

In addition, we extend the narrow focus of the previous literature by

hypothesizing that job satisfaction mediates the relationship
between PCB and work engagement. Previous work grounded in
SET has identified PCB as an antecedent of job satisfaction
(Tekleab, Takeuchi and Taylor 2005; Zhao et al. 2007; Bal, De
Lange, Jansen and Van Der Velde 2008) and found a positive
relationship between job satisfaction and engagement (Saks 2006;
Simpson 2009; Yalabik, Popaitoon, Chowne and Rayton 2013).
This suggests that the few previous studies that have addressed links
between employee expectations and work engagement may have
omitted an important mediating variable. Evidence that the impact
of PCB on work engagement is mediated through job satisfaction
would have important implications for organizations since work
engagement is closely related to work motivation and motivational
behavior (Salanova and Schaufeli 2008).
2 Article Title : The dynamics of workplace relationships in a diverse internationally
staffed organisation: a qualitative ethnographic assessment

There is also the dearth of research into the nature and peculiarities
of work- place experiences and perceptions of Muslim workers in
the context of advanced emerging nations (FTSE, 2015). In fact,
much discussion of workplace diversity and Muslim minorities in
the context of work and organisations has tended to be focused on
organisations from Western developed countries (Connor & Koenig,
2015; Greenhouse, 2010; Pio, 2010). A key finding of this stream of
research appears to be the increased emphasis upon the false
impression of a united homogeneous Muslim world (Jacoby, 2004;
Kolb, 2009; Samovar, Porter, & McDaniel, 2011; Von Meien, 2007)
or ‘Muslims being lumped into one big homogeneous group and its
rank of dissenters’ (Abdullah, 2007). The trend of increasingly
negative treatment and sparse and stereotypical representation of
Muslims in immigration policies of most Western nations have
influenced their choice of which country to immigrate to (see
Akbarzadeh & Smith, 2005; Euro-Islam-Info, 2014; The Guardian,
2005; Muir & Smith, 2011; Poole, 2002). Taken together, the above
discussion suggests that research is necessary to address the
following questions: Do negative stere- otypes of Muslims also
exist in non-Muslim contemporary workplaces? If yes, what are the
triggers and the resulting consequences? How do Muslim workers
respond to the negative stereotypical views against them at work?
 Gap 1 : Type of Gap : Knowledge Gap

Recently, the central theme of discourses on diverse foreign workers

and minor- ity workgroups has focused on the need for HR
managers to adopt effective diver-sity management practices to
achieve the dual objectives of ‘overcoming barriers for diversity’
and ‘reaping the rewards of a diverse workforce’ (see Shen, Chanda,
D’Netto, & Monga, 2009; Truss, Gratton, Hope-Hailey, McGovern,
& Stiles, 1997). Overall, previous studies of diverse workgroups in
relation to HRM policies have highlighted the substantial
overlapping nature of diversity approach and HRM function (see
Goodman, Fields, & Blum, 2003; Litvin, 1997; Storey, 1999). In the
context of this research, this importance is translated into a question
of ‘Are HRM practices of organisations with ethnic minority
workforce inclusive to meet diverse needs of employees from
various backgrounds?’
D Student : Sidiq Purnomo
1 Article Title : Directors’ remuneration, governance and performance: The case of
Malaysian banks
Gap 1 : Type of Gap : Empirical Gap

Previous studies indicate a lack of consistency regarding the impact

of firm performance on executive remuneration. For example,
Conyon and Murhpy (2000) in the UK, and Zhou (2000) in Canada,
only find a weak link between executive remuneration and firm
performance. Conversely, Conyon and Schwalbach (2000) using
UK and German data, Kato and Kubo (2006) in Japan, and Merhebi,
Pattenden, Swan and Zhou (2006) in Australia, find a positive
relationship between executives’ pay and company performance.
However, Defina, Harris and Ramsay (1995) in Australia, Duffhues
and Kabir (2008) in the Netherlands, and Fernandes (2008) in
Portugal do not find any link between executives’ pay and corporate
performance. Few studies look at the relationship of directors’
remuneration and performance; and results are mixed. For example,
Main, Bruce and Buck (1996) find a positive relationship between
board remuneration and firm performance while Brick, Palmon and
Wald (2006) who examine CEO and director remuneration and firm
performance find a negative relationship.
Gap 2 Type of Gap : Population Gap

Previous studies indicate a lack of consistency regarding the impact

of firm performance on executive remuneration. For example,
Conyon and Murhpy (2000) in the UK, and Zhou (2000) in Canada,
only find a weak link between executive remuneration and firm
performance. Conversely, Conyon and Schwalbach (2000) using
UK and German data, Kato and Kubo (2006) in Japan, and Merhebi,
Pattenden, Swan and Zhou (2006) in Australia, find a positive
relationship between executives’ pay and company performance.
However, Defina, Harris and Ramsay (1995) in Australia, Duffhues
and Kabir (2008) in the Netherlands, and Fernandes (2008) in
Portugal do not find any link between executives’ pay and corporate
performance. Few studies look at the relationship of directors’
remuneration and performance; and results are mixed. For example,
Main, Bruce and Buck (1996) find a positive relationship between
board remuneration and firm performance while Brick, Palmon and
Wald (2006) who examine CEO and director remuneration and firm
performance find a negative relationship.