REFERENCES
- Afiouni, F., Karam, C.M., and El-Hajj, H. (2012), ‘The HR Value Proposition Model in the Arab Middle East: Identifying the Contours of an Arab Middle Eastern HR Model,’ The International Journal of Human Resource Management, 24, 1895–1932.
- Allen, D.G., Shore, L.M., and Griffeth, R.W. (2003), ‘The Role of Perceived Organizational Support and Supportive Human Resource Practices in the Turnover Process,’ Journal of Management, 29, 99–118.
- Alvesson, M., and Karreman, D. (2000a), ‘Taking the Linguistic Turn in Organisational Research: Challenges, Responses and Consequences,’ The Journal of Applied Behavioural Science, 2, 136–158.
- Alvesson, M., and Karreman, D. (2000b), ‘Varieties of Discourse: On the Study of Organizations Through Discourse Analysis,’ Human Relations, 53, 1125–1150.
- Alvesson, M., and Willmott, H. (1996), Making Sense of Management: A Critical Introduction, London: Sage.
- Antonacopoulou, E.P. (2009), ‘Impact and Scholarship: Unlearning and Practising to Co-create Actionable Knowledge,’ Management Learning, 40, 421–430.
- Armstrong, M. (2000), ‘The Name has Changed But has the Game Remained the Same,’ Personnel Review, 22, 6, 1–11 http://www.emerald-library.com.
- Bandura, A. (1994), ‘Self-Efficacy,’ in Encyclopedia of Human Behavior, ed. V.S.Ramachaudran, New York: Academic Press, pp. l, 4, 71–81 (Reprinted in H. Friedman (Ed.), Encyclopedia ofMentalHealth, San Diego, CA: Academic Press, 1998), http://www.des.emory.edu/mfp/BanEncy.html.
- Barge, J.K., and Little, M. (2002), ‘Dialogical Wisdom, Communicative Practice, and Organizational Life,’ Communication Theory, 12, 375–397.
- Barnett, T. (1992), ‘A Preliminary Investigation of the Relationship Between Selected Organizational Characteristics and External Whistle Blowing by Employees,’ Journal of Business Ethics, 11, 949–959.
- Bartram, T., and Rimmer, M. (2012), ‘Editors Note: Patterns of Change in the World of HRM,’ Asia Pacific Journal of Human Resources, 50, 129–132.
- Bauman, D.C. (2011), ‘Evaluating Ethical Approaches to Crisis Leadership: Insights From Unintentional Harm Research,’ Journal of Business Ethics, 98, 281–295.
- Boje, D. (2001), Narrative Methods for Organizational and Communication Research, Sage: London.
- Bondarouk, T., Looise, J.K., and Lempsink, B. (2009), ‘Framing the Implementation of HRM Innovation, HR Professionals vs Line Managers in a Construction Company,’ Personnel Review, 38, 472–491.
- Bondarouk, T., and Ruël, H.J.M. (2008), ‘Exploring the Relationship Between e-HRM and HRM Effectiveness: Lessons Learnt From Three International Companies,’ in Technology, Outsourcing and Transforming HR: Potential, Problems and Guidance for Practitioners, eds. G.Martin, M.Reddington, and H.Alexander, Oxford: Butterworth-Heinemann, pp. 161–193.
- Bondarouk, T., and Ruël, H.J.M. (2009), ‘Electronic Human Resource Management: Challenges in the Digital Era,’ The International Journal of Human Resource Management, 20, 505–514.
- Boselie, P., Brewster, C., and Paauwe, J. (2009), ‘In Search of Balance – Managing the Dualities of HRM: An Overview of the Issues,’ Personnel Review, 38, 461–471.
- Bowie, N.E. (1998), ‘A Kantian Theory of Meaningful Work,’ Journal of Business Ethics, 17, 1083–1092.
- Briscoe, D.R., Schuler, R.S., and Claus, L. (2009), International Human Resource Management: Policies and Practices for Multinational Enterprises (3rd ed.), London: Routledge.
- Bushe, G.R., and Marshak, R.J. (2009), ‘Revisioning Organization Development, Diagnostic and Dialogic Premises and Patterns of Practice,’ The Journal of Applied Behavioural Science, 45, 348–368.
- Caldwell, R. (2008), ‘HR Business Partner Competency Models: Re-Conceptualizing Effectiveness,’ Human Resource Management Journal, 18, 275–294.
- Caldwell, R., and Storey, J. (2007), ‘The HR Function: Integration or Fragmentation,’ in Human Resource Management: A Critical Text, ed. J.Storey, London: Thomson, pp. 21–38.
- Carr, A. (2000), ‘Critical Theory and the Management of Change in Organizations,’ Journal of Organizational Change Management, 13, 208–220.
- Carroll, A.B., and Shabana, K.M. (2010), ‘The Business Case for Corporate Social Responsibility: A Review of Concepts, Research and Practice,’ International Journal of Management Reviews, 12, 85–105.
- Chen, Z., Eisenberger, R., Johnson, K.M., Sucharski, I.L., and Aselage, J. (2009), ‘Perceived Organizational Support and Extra-Role Performance: Which Leads to Which?’ Journal of Social Psychology, 149, 119–124.
- Chiapello, E., and Fairclough, N. (2002), ‘Understanding the New Management Ideology: A Transdisciplinary Contribution From Critical Discourse Analysis and New Sociology of Capitalism,’ Discourse and Society, 13, 185–208.
- Cole, and Bruch. (2006), ‘Organizational Identity Strength, Identification, and Commitment and Their Relationships to Turnover Intention: Does Organizational Hierarchy Matter?’ Journal of Organizational Behaviour, 27, 585–605.
- Conway, N., and Briner, R.B. (2009), ‘Fifty Years of Psychological Contract Research: What do We Know and What are the Main Challenges?’ International Review of Industrial and Organizational Psychology, 21, 71–131.
- Coyle-Shapiro, J., and Shore, L. (2007), ‘The Employee-Organization Relationship: Where do We Go From Here?’ Human Resource Management Review, 17, 166–179.
- Davis, F. (1989), ‘Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology,’ MIS Quarterly, 13, 319–340.
- Dawley, D., Andrews, M.C., Andrews, and Bucklew, N.S. (2008), ‘Mentoring, Supervisor Support, and Perceived Organizational Support: What Matters Most?’ Leadership & Organization Development Journal, 29, 235–247.
- Delbridge, R. (2007), ‘HRM and Contemporary Manufacturing,’ in The Oxford Handbook of Human Resource Management, eds. P.F.Boxall, J.Purcell, and P.Wright, Oxford: Oxford University Press, pp. 405–428.
- Delbridge, R. (2011), ‘The Critical Future of HRM,’ in Reassessing Employment Relations, eds. P.Blyton, E.Heery, and P.Turnbull, London: Sage, pp. 21–40.
- Delbridge, R., and Keenoy, T. (2010), ‘Beyond Managerialism,’ International Journal of Human Resource Management, 21, 799–817.
- Dick, P. (2004), ‘Discourse Analysis,’ in Essential Guide to Qualitative Methods in Organizational Research, eds. C.Cassell and G.Symon, London: Sage, pp. 203–213.
- Dick, P., and Cassell, C. (2002), ‘Barriers to Managing Diversity in a UK Constabulory: The Role of Discourse,’ Journal of Management Studies, 39, 953–976.
- DiMaggio, P., and Powell, W.W. (1983), ‘The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields,’ American Sociological Review, 48, 147–160.
- Donaldson, L. (1990), ‘The Ethereal Hand: Organizational Economics and Management Theory,’ Academy of Management Review, 15, 369–381.
- Eder, P., and Eisenberger, R. (2008), ‘Perceived Organizational Support: Reducing the Negative Influence of Coworker Withdrawal Behavior,’ Journal of Management, 34, 55–68.
- Ehnert, I. (2008), Sustainable Human Resource Management: A Conceptual and Exploratory Analysis From a Paradox Perspective, Heidelberg: Physica-Verlag.
- Eisenberger, R., Huntington, R., Hutchison, S., and Sowa, D. (1986), ‘Perceived Organizational Support,’ Journal of Applied Psychology, 71, 500–507.
- Evans, P., Pucik, V., and Barsoux, J. (2002), The Global Challenge, Frameworks for International Human Resource Management, New York: McGraw-Hill/Irwin.
- Fairclough, N. (1995), Critical Discourse Analysis: Papers in the Critical Study of Language, Longman: London.
- Fairclough, N. (2001), Language and Power (2nd ed.), Essex: Pearson Education.
- Fairclough, N. (2003), Analysing Discourse, Textual Analysis for Social Research, Routledge: Oxon.
- Fairclough, N. (2005a), ‘Peripheral Vision: Discourse Analysis in Organisation Studies: The Case for Critical Realism,’ Organization Studies, 26, 915–939.
- Fairclough, N. (2005b), ‘Critical Discourse Analysis in Transdisciplinary Research,’ www.ling.lancs.ac.uk/staff/norman.
- Fairclough, N. (2005c), ‘Critical Discourse Analysis as a Method in Social Scientific Research,’ in Methods of Critical Discourse Analysis, eds. R.Wodak and M.Meyer, London: Sage, pp. 121–138.
- Ford, J., and Ford, L. (2008), ‘Conversational Profiles, A Tool for Altering the Conversational Patterns of Change Managers,’ Journal of Applied Behavioral Science, 44, 445–467.
- Francis, H. (2002), ‘The Power of “Talk” in HRM-Based Change,’ Personnel Review, 31, 432–448.
- Francis, H. (2007), ‘Discursive Struggle and the Ambiguous World of HRD,’ Advances in Developing Human Resources, 9, 83–96.
- Francis, H., and Keegan, A. (2006), ‘The Changing Face of HR: In Search of Balance,’ Human Resource Management Journal, 16, 231–249.
- Francis, H., Ramdhony, A., Reddington, M., and Staines, H. (2013), ‘Opening Spaces for Conversational Practice: A Conduit for Productive Working Arrangements,’ International Journal of Human Resource Management, 24, 2713–2740.
- Gardner, H.K. (2011), ‘Coming Through When It Matters Most,’ Harvard Business Review, April, 83–91.
- Gentile, M. (2010), Giving Voice to Values, How to Speak Your Mind When You Know What's Right, London: Yale University Press.
- Ghoshal, S. (2005), ‘Bad Management Theories are Destroying Good Management Practices,’ Academy of Management Learning and Education, 4, 75–91.
- Giddens, A. (1991), Modernity and Self-Identity: Self and Society in the Late Modern Age, Cambridge: Polity Press.
- Gilligan, C. (1995), ‘Hearing the Difference: Theorizing Connection,’ Hypatia, 10, 120–127.
- Grant, D., Hardy, C., Oswick, C., and Putnam, L., (eds.) (2004), ‘Introduction-Organizational Discourse: Exploring the Field,’ in The Handbook of Organizational Discourse, London: Sage, pp. 1–36.
- Gratton, L., and Ghoshal, S. (2003), ‘Managing Personal Human Capital: New Ethos of the Volunteer Worker,’ European Management Journal, 21, 1–10.
- Greenwood, M. (2002), ‘Ethics and HRM: A Review and Conceptual Analysis,’ Journal of Business Ethics, 36, 261–278.
- Groysberg, B., and Slind, M., Talk, Inc. (2012), How Trusted Leaders Use Conversation to Power Their Organizations, Boston, MA: Harvard Business Review Press.
- Held, V. (2006), The Ethics of Care, New York: Oxford University Press.
- Heller, M. (2003), ‘Globalization, the New Economy and the Commodification of Language and Identity,’ Journal of Sociolinguistics, 7, 473–492.
- Hird, M., Marsh, C., and Sparrow, P. (2009), ‘HR Delivery Systems: Re-Engineered or Over Engineered?’ CPHR White Paper, Lancaster University Management School.
- Hope-Hailey, V., Farndale, E., and Truss, C. (2005), ‘The HR Department's Role in Organisational Performance,’ Human Resource Management Journal, 15, 49–66.
- Hosking, Dian-Marie, and Morley, Ian E. (1991), A Social Psychology of Organising: People, Processes and Contexts, Hertfordshire: Harvester Wheatsheaf.
- Inkson, K. (2008), ‘Are Humans Resources?’ Career Development International, 13, 270–279.
- Johnson, B. (1996), Polarity Management, Identifying and Managing Unsolvable Problems, Amherst, MA: HRD Press.
- Keegan, A., and Francis, H. (2008), ‘Technology and Strategic Roles: Considering the Social Implications,’ in Technology, Outsourcing and Transforming HR: Potential, Problems and Guidance for Practitioners, eds. G.Martin, M.Reddington and H.Alexander, Oxford: Butterworth-Heinemann, pp. 345–362.
- Keegan, A., and Francis, H. (2010), ‘Practitioner Talk: The Changing Textscape of HRM and Emergence of HR Business Partnership,’ International Journal of Human Resource Management, 21, 873–898.
- Keenoy, T. (2009), ‘Human Resource Management,’ in The Oxford Handbook of Critical Management Studies, eds. M.Alvesson, B.Todd, and H.Wilmott, Oxford: Oxford University Press, pp. 454–472.
- Keenoy, T., and Oswick, C. (2004), ‘Organizing Textscapes,’ Organization Studies, 25, 135–142.
- Kenton, B., and Yarnell, J. (2005), The Business Partner, Oxford: Elsevier.
- King, N. (2004), ‘Using Templates in the Thematic Analysis of Text,’ in Essential Guide to Qualitative Methods in Organizational Research, eds. C.Cassell and G.Symon, London: Sage, pp. 256–270.
- Kochan, T.A. (2007), ‘Social Legitimacy of the HRM Profession: A US Perspective,’ in The Oxford Handbook of Human Resource Management, eds. P.Boxall, J.Purcell and P.Wright, Oxford: Oxford University Press, pp. 599–621.
- Kreiner, G.E., Hollensbe, E.C., and Sheep, M.L. (2009), ‘Balancing Borders and Bridges: Negotiating the Work-Home Interface via Boundary Work Tactics,’ Academy of Management Journal, 52, 704–730.
- Kulik, C.T., and Perry, E.L. (2008), ‘When Less is More: The Effect of Devolution on HR's Strategic Role and Construed Image,’ Human Resource Management, 47, 541–558.
- Larsen, H., and Brewster, C. (2003), ‘Line Management Responsibility for HRM: What is Happening in Europe?’ Employee Relations, 35, 228–244.
- Lawler, E.E. (2008), Talent: Making People Your Competitive Advantage, Hoboken, NJ: Jossey-Bass.
- Lawler, E.E., and Mohrman, S.A. (2003), Creating a Strategic Human Resources Organization, Stanford, CA: Stanford University Press.
- Lawless, A., and McQue, L. (2008), ‘Becoming a Community of Critically Reflective HR Practitioners, Challenges and Opportunities Within an MA Partnership Programme,’ Journal of European Industrial Training, 32, 323–335.
- Legge, K. (1995), Human Resource Management: Rhetorics and Realities, Basingstoke: Palgrave Macmillan.
- Legge, K. (1996), ‘Morality Bound,’ People Management, 25, 34–36.
- Lengnick-Hall, C.A., and Lengnick-Hall, M. (2006), ‘HR, ERP, and Knowledge for Competitive Advantage,’ Human Resource Management, 45, 179–194.
- Liedtka, J.M. (1996), ‘Feminist Morality and Comparative Reality: A Role for an Ethic of Care?’ Business Ethics Quarterly, 6, 179–200.
- Liff, S. (1997), ‘Constructing HR Information Systems,’ Human Resource Management Journal, 7, 18–30.
- Looy, J., and Baetens, J., (eds.) (2003), ‘Introduction: Close Reading Electronic Literature,’ in Close Reading New Media, Analyzing Electronic Literature, Leuven: Leuven University Press.
- Losey, M., Meisinger, S.R., and Ulrich, D. (2005), ‘Conclusion: Reality, Impact and Professionalism,’ Human Resource Management, 44, 201–206.
- Luthans, F., and Doh, J.P. (2012), International Management: Culture, Strategy and Behavior (8th ed.), New York: McGraw-Hill.
- Maatman, M., Bondarouk, T., and Looise, J.C. (2010), ‘Conceptualizing the Capabilities and Value Creation of HRM Shared Service Models,’ Human Resource Management Review, 327–339.
- Machold, S., Ahmed, P.K., and Farquhar, S.S. (2007), ‘Corporate Governance and Ethics: A Feminist Perspective,’ Journal of Business Ethics, 81, 665–678.
- Maravelias, C. (2008), ‘Make Your Presence Known! Post-Bureaucracy, HRM and the Fear of Being Unseen,’ Personnel Review, 38, 349–365.
- Marler, J.H., and Fisher, S.L. (2013), ‘An Evidence-Based Review of e-HRM and Strategic Human Resource Management,’ Human Resource Management Review, 23, 18–36.
- Marshak, R.J., and Grant, D. (2008), ‘Organizational Discourse and New Organization Development Practices,’ British Journal of Management, 19, 7–19.
- Marshak, R.J., and Heracleous, L.A. (2005), ‘A Discursive Approach to Organization Development,’ Action Research, 3, 69–88.
- Martin, G. (2005), Technology and People Management: The Opportunity and the Challenge: Research Report, London: Chartered Institute of Personnel and Development.
- Martin, G., and Reddington, M. (2009), ‘Reconceptualising Absorptive Capacity to Explain the E-enablement of the HR Function (e-HR) in Organizations,’ Employee Relations, 31, 515–537.
- Martin, G., and Reddington, M. (2010), ‘Theorizing the Links Between e-HR and Strategic HRM: A Model, Case Illustration and Reflections,’ The International Journal of Human Resource Management, 21, 1553–1574.
- MartinG., ReddingtonM., and AlexanderH., (eds.) (2008), ‘Technology Outsourcing and Transforming HR: An Introduction,’ in Technology, Outsourcing, and HR Transformation, London: Butterworth-Heinemann, pp. 1–37.
- Mather, K. (2011), ‘Employee Relations and the Illusiveness of Trust,’ in Trust and HRM, eds. R.H.Searle and D.Skinner, Chichester: Edward Elgar, pp. 201–222.
- McConville, T. (2006), ‘Devolved HRM Responsibilities, Middle-Managers and Role Dissonance,’ Personnel Review, 35, 637–653.
- McInnes, P., and Corlett, S. (2012), ‘Conversational Identity Work in Everyday Interaction,’ Scandinavian Journal of Management, 28, 27–38.
- Miles, B.M., and Huberman, A.M. (1994), Qualitative Data Analysis: An Expanded Source Book, Sage: London.
- Mintzberg, H., and Gosling, J. (2002), ‘Educating Managers Beyond Borders,’ Academy of Management Learning & Education, 1, 64–76.
- Mumby, D.K. (2004), ‘Discourse, Power and Ideology: Unpacking the Critical Approach,’ in The Handbook of Organizational Discourse, eds. D.Grant, C.Hardy, C.Oswick, and L.Putnam, London: Sage, pp. 237–258.
- Musson, G., and Cohen, L. (1999), ‘Understanding Language Processes: A Neglected Skill in the Management Curriculum,’ Management Learning, 30, 27–42.
- Nadin, S., and Cassell, C. (2005), ‘Using Data Matrices,’ in Essential Guide to Qualitative Methods in Organizational Research, eds. C.Cassell and G.Symon, London: Sage, pp. 271–287.
- O'Neil, A., and Jabri, M. (2007), ‘Legitimation and Group Conversational Practices: Implications for Managing Change,’ Leadership and Organisational Development Journal, 28, 571–588.
- Oswick, C., Keenoy, T., Beverungen, A., Ellis, N., Sabelis, I., and Ybema, S. (2007), ‘Discourse, Practice, Policy and Organizing: Some Opening Comments,’ International Journal of Sociology and Social Policy, 27, 429–432.
- Paauwe, J. (2009), ‘HRM and Performance: Achievements, Methodological Issues and Prospects,’ Journal of Management Studies, 46, 129–142.
- Paglis, L. (2010), ‘Leadership Self-Efficacy: Research Findings and Practical Applications,’ Journal of Management Development, 29, 771–782.
- Parkes, C. (2012), ‘The OD Role of HRM in Ethics, Corporate Social Responsibility (CSR) and Sustainability,’ in People and Organisational Development: A New Agenda for Organisational Effectiveness, eds. H.Francis, L.Holbeche, and R.Reddington, London: Chartered Institute of Personnel and Development, pp. 286–311.
- Parkes, C., and Harris, M., (eds.) (2008), ‘Corporate Responsibility, Ethics and Strategic HRM,’ in Strategic Human Resource Management, Building Research-Based Practice, London: CIPD Publishing, pp. 296–326.
- Parry, E., and Tyson, S. (2011), ‘Desired Goals and Actual Outcomes of e-HRM,’ Human Resource Management Journal, 21, 335–354.
- Pavlou, P.A., and Majchrzak, A. (2002), ‘Structuration Theory: Capturing the Complexity of Business-to-Business Intermediaries,’ in Business to Business Electronic Commerce: Challenges and Solutions, ed. M.Warkentin, Hershey, PA: Idea Group Publishing, pp. 175–189.
- Perrow, C. (1974), ‘Is Business Really Changing?’ Organizational Dynamics, 3, 31–44.
- Peters, T., and Waterman, R.Jr (1982), In Search of Excellence, Lessons From America's Best-Run Companies, London: Harper and Row.
- Pfeffer, J., and Fong, C.T. (2002), ‘The End of Business Schools? Less Success Than Meets the Eye,’ Academy of Management Learning & Education, 1, 78–95.
- Pollach, I. (2003), ‘Communicating Corporate Ethics on the World Wide Web: A Discourse Analysis of Selected Company Web Sites,’ Business Society, 42, 277–287.
- Reilly, P., Tamkin, P., and Broughton, A. (2007), The Changing HR Function: Transforming HR? CIPD Report, London: CIPD.
- Reilly, P., and Williams, T. (2003), How to Get Best Value From HR: The Shared Services Option, Gower: Aldershot.
- Sandin, P. (2009), ‘Approaches to Ethics for Corporate Crisis Management,’ Journal of Business Ethics, 87, 109–116.
- Scherer, A.G., and Palazzo, G. (2007), ‘Toward a Political Conception of Corporate Responsibility: Business and Society Seen From a Habermasian Perspective,’ Academy of Management, Review, 32, 1096–1120.
- Sennett, R. (1999, May 31), ‘How Work Destroys Social Inclusion,’ New Statesman, 25–27.
- Shore, L.M., Coyle-Shapiro, J.A.-M., Chen, X.-P., and Tetrick, L.E. (2009), ‘Social Exchange in Work Settings: Content, Mixed and Process Models,’ Management and Organization Review, 5, 289–302.
- Simola, S. (2003), ‘Ethics of Justice and Care in Corporate Crisis Management,’ Journal of Business Ethics, 46, 351–361.
- Sparrow, P., Hird, M., Hesketh, A., and Cooper, C. (2010), Leading HR, Basingstoke: Palgrave McMillan.
- Spicer, A., Alvesson, M., and Karreman, D. (2009), ‘Critical Performativity: The Unfinished Business of Critical Management Studies,’ Human Relations, 62, 537–560.
- StahlG., MendenhallM.E., and OddouG.R., (eds.) (2012), Readings and Cases in International Human Resource Management and Organizational Behavior (5th ed.), London: Routledge.
- Stanford, N. (2012), ‘The Historical and Theoretical Background to Organizational Development,’ in People and Organisational Development: A New Agenda for Organisational Effectiveness, eds. H.Francis, L.Holbeche, and R.Reddington, London: Chartered Institute of Personnel and Development, pp. 42–67.
- Stebbins, M.W. (1989), ‘Downsizing With ‘‘Mafia Model’’ Consultants,’ Business Forum, 45, 45–47.
- Strohmeier, S. (2007), ‘Research in e-HRM: Review and Implications,’ Human Resource Management Review, 17, 19–37.
- Tansley, C., and Watson, T. (2000), ‘Strategic Exchange in the Development of Human Resource Information Systems (HRIS),’ New Technology, Work and Employment, 15, 108–122.
- Tashakkori, A., and Teddlie, C., (eds.) (2003), ‘Major Issues and Controversies in the Use of Mixed Methods in the Social and Behavioral Sciences,’ in Handbook of Mixed Methods in Social & Behavioral Research, Thousand Oaks, CA: Sage, pp. 3–50.
- Teddlie, C., and Yu, F. (2009), ‘Mixed Methods Sampling: A Typology With Examples,’ Journal of Mixed Methods Research, 1, 77–100.
- The Independent (2003) ‘Thousands are Sacked by Text,’, 31 May, http://www.independent.co.uk/news/uk/home-news/thousands-are-sacked–by-text-745232.html (accessed 20 August 2012).
- The New Zealand Herald (2012), ‘Payout for Employee Sacked by Text,’, 19 August, http://www.nzherald.co.nz/business/news/article.cfm?c_id = 3&objectid = 10798553 (accessed 20 August 2012).
- Thomas, P. (2003), ‘The Recontextualization of Management: A Discourse-Based Approach to Analysing the Development of Management Thinking,’ Journal of Management Studies, 40, 775–801.
- Thorne, Marie L. (2001), ‘Constituting Change,’, 2nd Critical Management Studies Conference, 11–13 July, Manchester School of Management, http://merlin.mngt.waikato.ac.nz/ejrot/cmsconference/2001/Papers/Change%20and%20Organisation/Thorne.pdf.
- Towers Watson (2009), ‘Evolving Priorities and the Future of HR Service Delivery,’ Towers Watson Report Research Report.
- Townley, B. (1994), Reframing Human Resource Management: Power, Ethics and the Subject at Work, London: Sage.
- Trehan, K., and Rigg, T. (2005), ‘Beware the Unbottled Genie: Unspoken Aspects of Critical Self-Reflection,’ in Critical Thinking in Human Resource Development: An Introduction, eds. C.Elliott and S.Turnbull, New York: Routledge, pp. 11–25.
- Tsoukas, H. (2005), ‘Afterward: Why Language Matters in the Analysis of Organizational Change,’ Journal of Organizational Change Management, 18, 96–104.
- Turner (2000), ‘The Business Case for Shared HR Services,’ IIR Shared HR Services Conference, 28 February.
- Ulrich, D. (1997), Human Resource Champions: The Next Agenda for Adding Value and Delivering Results, Boston, MA: Harvard Business School Press.
- Ulrich, D. (2001), ‘From e-Business to e-HR,’ Human Resource Planning, 23, 12–21.
- Ulrich, D., and Brockbank, W. (2005), The HR Value Proposition, Boston, MA: Harvard Business School Press.
- Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., and Younger, J. (2008), HR Competencies: Mastery at the Intersection of People and Business, Alexandra, VA: The RBL Institute/The Society for Human Resource Management.
- Valentine, S., Fleischman, G.M., Sprague, R., and Godkin, L. (2010), ‘Exploring the Ethicality of Firing Employees Who Blog, Human,’ Resource Management, 49, 87–108.
- Vorster, G. (2008), ‘Tick-Box Mentality Explains Poor Take up of Appraisals in UK,’ Personnel To-day, 15 February, http://www.personneltoday.com/articles/15/02/2008/44438/tick-box-mentality-explains-poor-take-up-of-appraisals-in.htm.
- Walker, A.J., (ed.) (2001), The Technologies and Trends That are Transforming HR: Web-based Human Resources, New York: McGraw Hill/Towers Perrin.
- Watson, T.J. (2010), ‘Critical Social Science, Pragmatism and the Realities of HRM,’ International Journal of Human Resource Management, 21, 915–928.
- West, M.A. (2002), ‘Sparkling Fountains or Stagnant Ponds: An Integrative Model of Creativity and Innovation Implementation in Work Groups,’ Applied Psychology: An International Review, 5, 355–387.
- Whittaker, S., and Marchington, M. (2003), ‘Devolving HR Responsibility to the Line: Threat, Opportunity or Partnership?’ Employee Relations, 36, 245–261.
- Willmott, H. (1994), ‘Business Process Reengineering and Human Resource Management,’ Personal Review, 23, 34–46.
- Withers, M., Williamson, M., and Reddington, M. (2010), Transforming HR: Creating Value Through People, Oxford: Butterworth Heinemann.
- Woodall, J., and Winstanley, D. (2000), ‘The Ethical Dimension of Human Resource Management,’ Human Resource Management Journal, 10, 5–20.
- Worrall, L., and Cooper, C. (2004), ‘Managers, Hierarchies and Perceptions: A Study of UK Managers,’ Journal of Managerial Psychology, 19, 41–68.
- Worrall, L., and Cooper, C. (2006, June 29), ‘Short Changed,’ People Management Magazine, 36.
- Wright, P.M., McMaham, G.C., Snell, S.A., and Gerhart, B. (2001), ‘Comparing Line and HR Executives’ Perceptions of HR Effectiveness: Services, Roles, and Contributions,’ Human Resource Management, 40, 111–123.
- Zorn, T.E., Page, D.J., and Cheney, G. (2000), ‘Nuts About Change: Multiple Perspectives on Change-Orientated Communication in a Public Sector,’ Management Communication Quarterly, 13, 515–566.