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  • 1
    Electronic Resource
    Electronic Resource
    Oxford, UK and Boston, USA : Blackwell Publishing Ltd.
    Industrial relations journal 34 (2003), S. 0 
    ISSN: 1468-2338
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This paper is based on an empirical study of barriers to the adoption of teamworking in seven UK firms, including small manufacturing units, pharmaceutical organisations and telephone call centres. Such barriers arise from the tension between the ‘microcultures’ of teamworking at firm level and the logistical pressures of the supply chain. Successful adoption is seen as depending on management's ability to embed teamworking practices in the development of supply chain relationships.
    Type of Medium: Electronic Resource
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  • 2
    Electronic Resource
    Electronic Resource
    Bingley : Emerald
    Personnel review 25 (1996), S. 3-19 
    ISSN: 0048-3486
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: A national survey shows that personnel specialists are still failing to exploit fully the benefits of information technology (IT) in their own work. In seeking to explain this, looks at the IT skills and knowledge of personnel specialists and their attitudes towards the use of IT. While these provide part of the explanation for the under-utilization of IT, argues that more important inhibitions derive from the professional values of personnel specialists and their political power within organizations.
    Type of Medium: Electronic Resource
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  • 3
    Electronic Resource
    Electronic Resource
    Bradford : Emerald
    Employee relations 18 (1996), S. 20-35 
    ISSN: 0142-5455
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Uses the concept of institutional separation to examine changes in the management of industrial relations in an organization studied on two occasions ten years apart. Argues that the concept provides insights into the management of industrial relations, but needs to be modified to take account of the form of institutional separation and the employees and issues under consideration.
    Type of Medium: Electronic Resource
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  • 4
    Electronic Resource
    Electronic Resource
    Bingley : Emerald
    Personnel review 27 (1998), S. 296-311 
    ISSN: 0048-3486
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Discusses how downsizing has been associated with the move towards lean working in organisations and with having negative consequences for employees. Considers the extent to which downsizing is lean and mean drawing on an extensive review of the available literature. Concludes that downsizing is rarely lean since it usually takes the form of quantitative changes in employment rather than qualitative changes in the process of managing. Evidence also suggests that downsizing usually has an adverse effect on both employees who leave and those who remain with the organisation. Yet this meanness is not inevitable since it depends partly on the extent to which human resources issues are considered.
    Type of Medium: Electronic Resource
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  • 5
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 15 (2005), S. 0 
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This article examines the links between employees' satisfaction with HR practices and their commitment to the organisation. It draws on recently collected data to examine these links for three groups of employees: professionals, line managers and workers. Satisfaction with some HR practices appears to be linked to the commitment of all employees, while the link for others varies befuwn the three employee groups. These findings pose a challenge to the universalistic model of HRM and have implications for those seeking to design practices that will improve organisational commitment.
    Type of Medium: Electronic Resource
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  • 6
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 12 (2002), S. 0 
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This introduction aims to place the articles in this special edition in the context of the wider literature on call centres. The discussion is arranged around four themes: the characteristics and organisational features of call centre work, the choices and strategies that are available to manage the work, the effects of this type of work on employees and, finally, the responses and reactions of call centre staff to their work experiences. The articles selected, which are drawn from a conference sponsored by this journal, are then summarised.
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  • 7
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 24 (1987), S. 0 
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Decisions on bargaining structure are at the heart of the management of industrial relations. Within the multi-plant company these decisions are influenced by competing centrifugal and centrepetal pressures. Bargaining structure, alongside a series of other techniques, is used by managers at the head office and the plant to achieve a balance between centralization and decentralization. Head office managers exercise central control over some major industrial relations issues, while the extent of their influence is masked by decentralized bargaining structure and other techniques which create an illusion of plant autonomy.These centrifugal and centrepetal pressures emerge not just from industrial relations considerations but are also part and parcel of wider business strategy concerns. Empirical evidence suggests that these countervailing pressures have intensified in recent years.
    Type of Medium: Electronic Resource
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  • 8
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 13 (2003), S. 0 
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: HR systems play a critical role in growing knowledge-intensive firms (KIFs) by facilitating the conversion of human capital into intellectual capital, which has market value. However, the choice of HR system is constrained by the relatively small number of clients they have in business-to-business relationships. This article seeks to understand how and why these client relationships affect the choice of HR practices in these firms. We address this issue by drawing on extensive empirical research currently under way in KIFs. Our research shows that HR practices can be influenced strongly by the client, both directly and indirectly. However, some KIFs will use their HR practices as a means of managing the relationships they have with their clients by shaping their boundaries with their clients and building organisational, professional and client identities. The varying client influence can be understood by examining the nature of the power relationship between the client and supplier, which is influenced by the uniqueness of the services provided. This has implications for our understanding of the factors affecting the exercise of a constrained choice of HR systems.
    Type of Medium: Electronic Resource
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  • 9
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 13 (2003), S. 0 
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Knowledge-intensive firms need to share knowledge held by employees if they are to gain the most from their intellectual capital and compete effectively in the marketplace. Sharing and integrating knowledge within the organisation depends partly on building social capital. However, there are obstacles to this integration because knowledge is often distributed throughout the organisation. This article draws on a detailed study of a single case to examine the ways in which HR policies and processes contribute to overcoming these barriers to sharing knowledge. We highlight the role of HR policies and processes as facilitators of the social capital that interconnects knowledge by focusing on the needs of knowledge workers.
    Type of Medium: Electronic Resource
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