Description
Book SynopsisElgar Research Agendas outline the future of research in a given area. Leading scholars are given the space to explore their subject in provocative ways and map out the potential directions of travel. They are relevant but also visionary.
This enlightening Research Agenda considers the latest developments within the world of work, arguing that the time is right to address the variety of Human Resource Management (HRM) practices and arrangements.
Helping readers to deepen their theoretical understanding of HRM systems and processes, this Research Agenda brings insights from strategic human capital and theories that have been outside the main focus of strategic HRM researchers. Chapters look at attribution theories, the role of human and social capital in strategic HRM, as well as institutional or social forces that affect firm choices of HRM practices and outcomes. The book takes us beyond a best practice view by examining online labour platforms, the liquid workforce, networked organizations, and the management of human resources in entrepreneurial firms.
Exploring the varying forms of HRM systems and practices, this book will be a key resource for scholars and PhD students in the fields of human resource management and strategic management.
Trade Review‘While nearly all would agree that the world of work is undergoing dramatic change, there is an underappreciation of the increasing variation in organizational forms that is emerging. This volume fills the gap with thoughtful essays each of which provides new theory and evidence. Practitioners as well as theorists will benefit much from the many insights provided by top scholars in this volume. The essays clarify not only what is happening, but also why change is occurring and what policymakers could do to ensure society benefits from the ongoing changes.’ -- Harry C. Katz, Cornell University, US
Table of ContentsContents: Preface xvii 1 Introduction to A Research Agenda for Strategic Human Resource Management 1 Peter D. Sherer PART I VARIETY IN THEORETICAL PERSPECTIVES AND PROCESSES 2 Failure to institutionalize? The case of high-performance work systems 21 Pamela S. Tolbert 3 The human resource management–outcomes relationship: an attributional HR process perspective 45 Karin Sanders 4 Leveraging strategic human capital research themes in strategic HRM research 67 Clint Chadwick, Mengwei Li and Ilhwan Na 5 An expanded model of HR strategy, social capital, and firm performance: the moderating effects of organizational contingencies and resource orchestration 93 Christopher J. Collins PART II VARIETY IN HRM FORMS 6 The liquid workforce 117 Peter Cappelli and Minseo Baek 7 Networked-based strategic human resource management: managing people within and beyond the boundaries of organizations 145 Juani Swart, David Cross, Nicholas Kinnie and Scott Snell 8 HRM practices for value creation and value capture in online labour platform ecosystems: towards an integrative perspective 167 Anne Keegan and Jeroen Meijerink 9 People management in entrepreneurial firms 195 Joonyoung Kim and M. Diane Burton 10 Future directions 225 Peter D. Sherer Index 233
