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  • 1
    Electronic Resource
    Electronic Resource
    Human resource function competencies in European companies (2005)
    Bingley : Emerald
    Personnel review 34 (2005), S. 550-566 
    Details
    ISSN: 0048-3486
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - To provide an overview of recent empirical survey research on human resource competencies in Europe. Design/methodology/approach - The survey data were collected in 2002 in the global human resource competence study (HRCS), an initiative of the University of Michigan. The study was processed online (web-based). The respondents of the European HRCS, the main focus of our empirical analysis in this paper, were HR professionals and line managers of multinational companies located in Europe. Findings - The results suggest that personal credibility and HR delivery have a positive effect on the relative ranking of the HR function and its professionals. According to non-HR respondents strategic contribution is the competency that will lead to financial competitiveness, while HR managers consider business knowledge to be crucial for added value of the HR function. Research limitations/implications - First, the data are cross-sectional and one should therefore be very careful in assuming certain causal relationships between domains and performance. Second, the analyses are built on perception data. Finally, the inclusion of more control variables like "size of the organisation" was limited as a result of missing data. Practical implications - The approach demonstrates how competencies of the HR function (e.g. HR delivery, personal credibility, strategic contribution) can contribute to a stronger position of the HR function within an organization and to agility and long-term viability of an organization (sustainability). Originality/value - This paper gives an overview of the literature on HR roles and introduces the HR competency perspective for strengthening the position of the HR function and the added value of the HR function to the organization's sustainability.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00483480510612512
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  • 2
    Electronic Resource
    Electronic Resource
    Challenging ‘strategic HRM’ and the relevance of the institutional setting (2003)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 13 (2003), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: One of the more fundamental aspects of the ongoing debate about the added value of HRM relates to ‘best’ practice versus ‘best-fit’. Best practice suggests the universal success of certain HR practices, while best-fit acknowledges the relevant impact of contextual factors. We argue that differences in embeddedness and in institutional settings between, for example, countries affect the nature of HRM. To understand this phenomenon, we are in need of additional theory. In this article we will use the theory of new institutionalism as a better way to understand the shaping of HR policies and practices in different settings. After a concise review of the latest debates in the area of strategic HRM, in which the resource-based view is the dominant perspective, we turn to an analysis of HRM in different institutional settings, which suggests the need for additional theory: ie new institutionalism. We offer propositions to explain the impact of different institutional mechanisms, including coercive, normative and mimetic ones, on the shaping of HR policies and practices in organisations. The remainder of the article then focuses on possible implications for practitioners, theoretical implications for future research, and challenges for strategic HRM.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.2003.tb00098.x
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  • 3
    Electronic Resource
    Electronic Resource
    Limitations to Freedom: is there a Choice for Human Resource Management? (1991)
    Oxford, UK : Blackwell Publishing Ltd
    British journal of management 2 (1991), S. 0 
    Details
    ISSN: 1467-8551
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: There is a great variety in human resource management (HRM) practices, not only in terms of policies and personnel activities, but also with regard to the parties involved and the procedures for decision-making. But which factors can best account for these differences? Are they due to organizational and environmental characteristics or are they basically due to the interests, preferences and power positions of the parties concerned - parties like management, employees, personnel management staff, trade union representatives, members of the works council and so on?Based on elements of industrial relations theory, organization theory and organization sociology, a research project was set up with the aim of gaining a better understanding of the factors which can shape HRM practices. The empirical part of the research consisted of paired comparative case studies from different industries. The result is a conceptual model which not only encompasses the relevant forces in the shaping of HRM, but also states the conditions determining the amount of room for manoeuvre the parties concerned have to make their own strategic choices with regard to HRM.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-8551.1991.tb00020.x
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  • 4
    Electronic Resource
    Electronic Resource
    Key Issues In Strategic Human Resource Management: Lessons From the Netherlands (1996)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 6 (1996), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: The article gives an overview of key issues in strategic HRM in the Netherlands. the experiences and needs of practitioners act as a starting point for this analysis. Based on an inventory of recent publications in the professional journals and conferences for practitioners the following key issues were identified: linking HRM policies and practices to corporate strategy; from specialist staff to regular line management and external agencies; improving quality; measuring the outcome of HRM activities; and redesigning HRM tools from flows thinking to competency building. the state of the art in each of these areas is outlined and this is followed by an analysis which traces underlying causes and factors. Future perspectives inspired by case study evidence from leading companies in the area of strategic HRM are explored.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.1996.tb00413.x
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  • 5
    Electronic Resource
    Electronic Resource
    Foreword (2004)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 14 (2004), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.2004.tb00108.x
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  • 6
    Electronic Resource
    Electronic Resource
    HRM and performance: what nexta? (2005)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 15 (2005), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: The last decade of empirical research on the added value of HRM, also known as the ‘HRM and performance’ debate, demonstrates evidence that HRM does matter (Huselid, 1995; Guest et al, 2003; Wright et al, 2003). Unfortunately, the relationships are often statistically weak and the remlts ambiguous. This article reviews and attempts to extend the theoretical and methodological issues in this debate. Its aim is to build an agenda for future research in this area. A brief overview of achievements to date is followed by the theoretical and methodological issues related to what constitutes HRM, what is meant by the concept of perfomzance and the nature ofthe link between these two. In the final section, it is argued that research designs should start from a multi-dimensional concept of performance, including the perceptions ofemployees; and build on the premise of HR systems as an enabling device for a whole range of strategic options. This implies a reversal of the strategy-HRM linkage.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.2005.tb00296.x
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  • 7
    Electronic Resource
    Electronic Resource
    Understanding the development of temporary agency work in Europe (2004)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 14 (2004), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This article develops an explanatory framework for understanding the growth and development of temporary agency work (TAW) and the related industry. The analysis shows that explanations based on economic logic are helpful in understanding the choice of TAW in general. These explanations, however, fall short when trying to explain the growth of agency work over time or the variation in its use among European countries. To cope with these shortcomings, we extend our explanatory base to include a variety of sociocultural dynamics. Our analysis shows how deep-seated national work-related values (‘deep embeddedness’) affect the way TAW is regulated nationally. It also demonstrates how differences in more changeable norms, attitudes and practices (‘dynamic embeddedness’) affect the process of embedding agency work as a societally acceptable phenomenon, providing a basis for its subsequent proliferation.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.2004.tb00126.x
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  • 8
    Electronic Resource
    Electronic Resource
    Seven key issues for management development (2001)
    Bradford : Emerald
    The @journal of management development 20 (2001), S. 90-105 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Introduces the key issues in management development that this special issue aims to tackle. These include: what is management development? Why is management development worthy of our attention? What is to be learnt and when? What are the most effective techniques? Approaches the task from first principles looking at how work is changing, what managers actually do and how they can be most effective. Notes that classroom-based learning is being abandoned in favour of on-the-job and project-based learning but these approaches are not without difficulties either. The new approaches also make it imperative to tie the development program in with organizational strategy. In turn, this helps spread knowledge throughout the organization. Finally, considers the evaluation of development programs where learning becomes a two-way process.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621710110382123
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  • 9
    Electronic Resource
    Electronic Resource
    Management development revisited (2001)
    Bradford : Emerald
    The @journal of management development 20 (2001), S. 180-191 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Provides reflection on the special issue. Revisits the questions: What is management development? Why is management development worthy of our attention? What is to be learnt and when? What are the most effective techniques? This issue has identified four types of management development (MD). Administrative MD is gained through the experience of long service. Dependent MD is grooming for promotion as a fundamental part of company strategy. Leading MD is to acclimatize head-hunted high performers. Partnership MD is a strategy for individuals within the overall organizational strategy, encompassing personal development and performance against agreed targets. The application and techniques of each MD type can all be suitable, depending on the circumstances of the organization. However, this issue, concentrating on Europe and, more specifically, The Netherlands, identifies a tendency toward long-term thinking, partnerships and strategy. Also accepts there are many cases of compromise where the ideal clashes with the actual.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621710110382196
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  • 10
    Electronic Resource
    Electronic Resource
    Organizational learning: an exploration of organizational memory and its role in organizational change processes (1999)
    Bingley : Emerald
    Journal of organizational change management 12 (1999), S. 377-404 
    Details
    ISSN: 0953-4814
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Researchers and practitioners have shown a great deal of interest in the topic of organizational learning in the last two decades. The key dilemma, however, remains whether organizations as entities can do anything in their own right. Is it meaningful to think of organizations as having objectives, learning abilities, and memories, or do organizations only learn through their current members? The aim of this study is to shed light on what organizational memory is and what role it plays during organizational change. We report the findings of a study on organizational memory and learning in a large electronics firm. Using a variety of research methods we analyze mutations in organizational memory traces over a long period of time and discuss whether or not an organization can learn from previous change experiences, encapsulated in organizational memory traces, as it goes through a different, but related, change program. Finally, implications of this study for change management are described.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09534819910289084
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