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This study untangles the social processes and inter-organizational mechanisms underlying human resource management (HRM) knowledge networks. The research questions serve to advance understanding of how HRM knowledge flows between firms under contractual relationships and in the absence of formal relationships. The study analyzes data from a complete network of 51 high-technology firms located in a science and technology park to report the structural properties and relational dimensions of inter-diffusion of HRM knowledge. The results from this social network analysis show that the firms in the study actively engage in the diffusion of HRM knowledge. Specifically, the results not only indicate the preeminence of formal ties but also of relational factors relating to firm legitimacy, prestige, and reciprocity. Participation in inter-organizational knowledge networks appears to be an effective tool for obtaining HRM knowledge as well as for enhancing trust between firms and establishing legitimacy and prestige among participating firms.
Firms need new sources of HRM knowledge to enhance their internal knowledge stocks to manage their HRM systems, yet the importance of HRM knowledge flows has been somewhat neglected in the literature. We contend that flows of HRM knowledge take place in informal inter-organizational networks and that participating firms can learn from each other's experiences in acquiring and developing organizational capabilities. To investigate this proposition, this study uses a cross-disciplinary approach drawing on key theoretical concepts from social network theory to examine the structural, relational, and motivational dimensions of informal inter-organizational diffusion of HRM knowledge within a network of 51 hightechnology firms located on a science and technology park. Using social network analysis and in-depth interviews with key informants, the study demonstrates the existence of collaborative, socially embedded relationships in informal, non-market mediated networks through which explicit and tacit HRM knowledge is disseminated across organizations. Specifically, the results indicate that by participating in HRM knowledge flows, firms may learn about HRM and increase their internal stocks of HRM knowledge, as well as maintain or increase legitimacy and prestige. The study also offers implications for human resource management, interorganizational knowledge diffusion, and management practice.
Synthesizes current thinking on knowledge management and intellectual capital and identifies how human resource management can make a value-added contribution As more organizations recognize the importance of intellectual capital and knowledge management to competitive success, you would expect human resources (HR) to move to the forefront of organizational leadership. Yet, to the contrary, HR continues to be criticized for its operational and bureaucratic focus and its inability to keep up with changes in the environment. Human Resource Management in the Knowledge Economy examines how human resource management must change if it is to remain a vital part of the organization. The Lengnick-Halls show how HR departments can move beyond a simple operational focus on attracting, selecting, developing, retaining, and using employees to a more strategic focus on managing human capital and managing knowledge. The book identifies the most important features of the knowledge economy and details four new roles HR must adopt in order to help organizations succeed in this new environment: human capital steward, knowledge facilitator, relationship builder, and rapid deployment specialist. Each of these roles is defined and described in detail using examples from leading-edge businesses. Human Resource Management in the Knowledge Economy describes how human resource management has evolved and continues to evolve to meet the increasing demands of organizations for sources of competitive advantage.
This new edition of Globalizing Human Resource Management examines the strategic and global issues of HRM by showing how organizations address the tradeoffs between global integration and local responsiveness. Sparrow, Brewster, and Chung discuss varying methods of globalized talent management and employer branding and conclude with a multi-dimensional approach to HRM. The second edition includes: Updated analyses of talent management, employer branding, and outsourcing of HRM Broader geographic focus, including a new focus on Asian firms and other emerging markets Exploration of the impact of strategic management thinking on HR as well as the latest research in other areas, such as operations, marketing, and economic geography Complementing traditional international HRM texts, this is an ideal book for any student interested in the actual strategic logics being pursued by the HR function today.
Inter-organizational relations (IOR), the study of Strategic Alliances, Joint Ventures, Partnerships, Networks and other forms of relationship between organizations, is a field of study that has burgeoned over the last four decades, but is fragemented, drawing contributions from a wide variety of disciplines, theoretical bases, and sectoral interests. The Oxford Handbook of Inter-Organizational Relations provides a structured overview of the field. With contributions from leading international experts on their particular areas of expertise, it is an authoritative introduction to its research findings. The material is organized in three main sections. The first relates to research that focuses on particular manifestations of IORs such as industry, supply, policy and project networks, public and voluntary sector partnerships, strategic alliances, and so on. The second section relates to research that stems from distinct disciplinary or theoretical bases, including, institutional theory, social networks, evolutionary theory, transaction cost economics, management process, psychology, critical theory political theory, economic geography, and the legal perspective. The third section focuses on key topics in contemporary IOR topics--or those that will become so in the future. These include, trust, power, development interventions, social capital, learning and knowledge, dynamics and change, and evaluation. About the Series Oxford Handbooks in Business & Management bring together the world's leading scholars on the subject to discuss current research and the latest thinking in a range of interrelated topics including Strategy, Organizational Behavior, Public Management, International Business, and many others. Containing completely new essays with extensive referencing to further reading and key ideas, the volumes, in hardback or paperback, serve as both a thorough introduction to a topic and a useful desk reference for scholars and advanced students alike.
This eighteenth volume in the Jossey-Bass Organizational Frontiers Series provides an in-depth examination of how I/O psychologists can help find, recruit, and manage knowledge. The authors explain the nature of different types of knowledge, how knowledge-based competition is affecting organizations, and how these ideas relate to innovation and learning in organizations. They describe the strategies and organizational structures and designs that facilitate the acquisition and development of knowledge. And they discuss how continuous knowledge acquisition and innovation is promoted among individuals and teams and how to foster the creation of new knowledge. In addition, they explain how to assess the climate and culture for organizational learning, measure and monitor knowledge resources at the organizational level, and more.
Businesses worldwide are faced with major challenges related to the progressive (and many times unavoidable) incorporation of information technologies into their processes. Often, organizations don’t suitably react to the new requirements of these technologies, resulting in outdated policies, practices, and strategies. Human Resource Management in the Digital Economy: Creating Synergy between Competency Models and Information is a reference for both practitioners and academics that demonstrates how to implement e-management and competency models in companies. This book offers perspectives on the impact of integrated e-human resource policies and provides recommendations for addressing the shift from traditional human resource policies to new perspectives.
Aiding academics in creating impactful and purposeful research, this timely book showcases poignant perspectives on the societal value of academic scholarship. Experienced scholars share their expertise to address a vital question: does science matter to all stakeholders or just to scientists?
From the mid-1980s to the turn of the 1990s the international HRfield was considered to be in its infancy. There continues to beboth an evolution of territory covered by the field – aseries of successively evolving cultural, geographical andinstitutional challenges faced by the multinational corporation(MNC) – as well as more critical questioning whether this hascreated an expanded or a fragmented field. This book brings together the latest research on important“issues-driven” concerns that the field of IHRM now hasto face, absorb, interpret then reanalyse through internationallenses. This volume gives attention to those aspects of MNCbehaviour – choices about location, how they organize localsubsidiaries, choices made about technology, capital and labour,and choices made about investments and strategies – that aresubject to institutional influences. It also gives voice to anumber of contemporary issues – reverse knowledge flows,skill supply strategies, employer branding, e-enablement,outsourcing, global networks – that now need to beaccommodated within the field. Broadens the IHRM field to cover comparative and institutionalperspectives Provides a multi-level analysis of globalization phenomena atthe individual, organization, and macro level Focuses on the current problems and issues driving theattention of IHRM Directors