Citations (193)
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Christopher J. McLachlan. (2022) Developing a framework for responsible downsizing through best fit: the importance of regulatory, procedural, communication and employment responsibilities. The International Journal of Human Resource Management 33:1, pages 16-44.
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Ann Suwaree Ashton. (2018) How human resources management best practice influence employee satisfaction and job retention in the Thai hotel industry. Journal of Human Resources in Hospitality & Tourism 17:2, pages 175-199.
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Kevin Dalton & Cecilie Bingham. (2017) A social institutionalist perspective on HR diffusion: historical and cultural receptivity to HRM in a post-communist context. The International Journal of Human Resource Management 28:6, pages 825-851.
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Brenda Vermeeren. (2014) Variability in HRM implementation among line managers and its effect on performance: a 2-1-2 mediational multilevel approach. The International Journal of Human Resource Management 25:22, pages 3039-3059.
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Alan Geare, Fiona Edgar, Ian McAndrew, Brian Harney, Kenneth Cafferkey & Tony Dundon. (2014) Exploring the ideological undercurrents of HRM: workplace values and beliefs in Ireland and New Zealand. The International Journal of Human Resource Management 25:16, pages 2275-2294.
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Andrew Atherton. (2013) Organisational ‘know-where’ and ‘know-when’: re-framing configurations and distributions of knowledge in organisations. Knowledge Management Research & Practice 11:4, pages 410-421.
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Mercedes Úbeda-García, Bartolomé Marco-Lajara, Francisco García-Lillo & Vicente Sabater-Sempere. (2013) Universalistic and Contingent Perspectives on Human Resource Management: An Empirical Study of the Spanish Hotel Industry. Journal of Human Resources in Hospitality & Tourism 12:1, pages 26-51.
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Keith Townsend, Adrian Wilkinson, Greg Bamber & Cameron Allan. (2012) Accidental, unprepared, and unsupported: clinical nurses becoming managers. The International Journal of Human Resource Management 23:1, pages 204-220.
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R.N. Singh & R.P. Mohanty. (2011) Participation satisfaction and organizational commitment: moderating role of employee's cultural values. Human Resource Development International 14:5, pages 583-603.
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Stijn Verbeek. (2011) Employment equity policy frames in the literature: ‘good practice’ versus ‘bad idea’. The International Journal of Human Resource Management 22:9, pages 1942-1962.
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Po-Chien Chang & Shyh-Jer Chen. (2011) Crossing the level of employee's performance: HPWS, affective commitment, human capital, and employee job performance in professional service organizations. The International Journal of Human Resource Management 22:4, pages 883-901.
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David G. Collings, Mehmet Demirbag, Kamel Mellahi & Ekrem Tatoglu. (2010) Strategic orientation, human resource management practices and organizational outcomes: evidence from Turkey. The International Journal of Human Resource Management 21:14, pages 2589-2613.
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Eleni T. Stavrou, Chris Brewster & Chris Charalambous. (2010) Human resource management and firm performance in Europe through the lens of business systems: best fit, best practice or both?. The International Journal of Human Resource Management 21:7, pages 933-962.
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Tony J. Watson. (2010) Critical social science, pragmatism and the realities of HRM. The International Journal of Human Resource Management 21:6, pages 915-931.
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Sari Sitalaksmi & Ying Zhu. (2010) The transformation of human resource management in Indonesian state-owned enterprises since the Asian Crisis. Asia Pacific Business Review 16:1-2, pages 37-57.
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Scott Fernie & Nick Pilcher. (2009) National Qualification Frameworks: Developing Research Perspectives. Quality in Higher Education 15:3, pages 221-232.
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Annette Cox, Mick Marchington & Jane Suter. (2009) Employee involvement and participation: developing the concept of institutional embeddedness using WERS2004. The International Journal of Human Resource Management 20:10, pages 2150-2168.
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Vicky Browning, Fiona Edgar, Brendan Gray & Tony Garrett. (2009) Realising competitive advantage through HRM in New Zealand service industries. The Service Industries Journal 29:6, pages 741-760.
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Eleni Apospori, Irene Nikandrou, Chris Brewster & Nancy Papalexandris. (2008) HRM and organizational performance in northern and southern Europe. The International Journal of Human Resource Management 19:7, pages 1187-1207.
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Andrew Atherton & Liz Price. (2008) Can experiential knowledge and localised learning in start-up policy and practice be transferred between regions? The case of the START network. Entrepreneurship & Regional Development 20:4, pages 367-385.
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Vicente Roca-Puig, Inmaculada Beltrán-Martín, Juan C. Bou-Llusar & Ana B. Escrig-Tena. (2008) External and internal labour flexibility in Spain: a substitute or complementary effect on firm performance?. The International Journal of Human Resource Management 19:6, pages 1131-1151.
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Julian Gould-Williams. (2007) HR practices, organizational climate and employee outcomes: evaluating social exchange relationships in local government. The International Journal of Human Resource Management 18:9, pages 1627-1647.
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Chris Brewster. (2007) Comparative HRM: European views and perspectives. The International Journal of Human Resource Management 18:5, pages 769-787.
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Anastasia A. Katou & Pawan S. Budhwar. (2006) Human resource management systems and organizational performance: a test of a mediating model in the Greek manufacturing context. The International Journal of Human Resource Management 17:7, pages 1223-1253.
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Ian Cunningham, Phil James & Pauline Dibben. (2006) Tensions in local government employment relationships. Public Management Review 8:2, pages 207-225.
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Scott Fernie, Roine Leiringer & Tony Thorpe. (2006) Change in construction: a critical perspective. Building Research & Information 34:2, pages 91-103.
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Jon E. Lervik, Bjørn W. Hennestad, Rolv Petter Amdam, Randi Lunnan & Sølvi M. Nilsen. (2005) Implementing human resource development best practices: Replication or re-creation?. Human Resource Development International 8:3, pages 345-360.
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Soo Hoon Lee, Phillip H. Phan & Elaine Chan. (2005) The impact of HR configuration on firm performance in Singapore: a resource-based explanation. The International Journal of Human Resource Management 16:9, pages 1740-1758.
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Shay S. Tzafrir. (2005) The relationship between trust, HRM practices and firm performance. The International Journal of Human Resource Management 16:9, pages 1600-1622.
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Mónica Ordiz & Esteban Fernández. (2005) Influence of the sector and the environment on human resource practices' effectiveness. The International Journal of Human Resource Management 16:8, pages 1349-1373.
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Dong-One Kim & Johngseok Bae. (2005) Workplace innovation, employment relations and HRM: two electronics companies in South Korea. The International Journal of Human Resource Management 16:7, pages 1277-1302.
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Fernando Martín-Alcázar, Pedro M. Romero-Fernández & Gonzalo Sánchez-Gardey. (2005) Strategic human resource management: integrating the universalistic, contingent, configurational and contextual perspectives. The International Journal of Human Resource Management 16:5, pages 633-659.
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Julian Gould-Williams & Fiona Davies. (2005) Using social exchange theory to predict the effects of hrm practice on employee outcomes. Public Management Review 7:1, pages 1-24.
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Richard I.D. Harris, Renee S. Reid & Rodney McAdam. (2004) Consultation and communication in family businesses in Great Britain. The International Journal of Human Resource Management 15:8, pages 1424-1444.
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Sylvie Guerrero & Valérie Barraud-Didier. (2004) High-involvement practices and performance of French firms. The International Journal of Human Resource Management 15:8, pages 1408-1423.
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Patrick Wright & Chris Brewster. (2003) Editorial: Learning from diversity: HRM is not Lycra. The International Journal of Human Resource Management 14:8, pages 1299-1307.
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Caroline Lloyd & Jonathan Payne. (2002) Developing a Political Economy of Skill. Journal of Education and Work 15:4, pages 365-390.
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