FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT IN INNOVATIVE ORGANIZATIONS

Human Resource ◽

Creative Idea ◽

This article analyzes the content and essence of innovative human resource management, which should be defined as concepts, innovations, and components of innovation. Mainly and primarily innovation refers to a creative idea that reflects the components of production and technological work that will be improved and improved over time.

European Human Resource Management: Researching Developments over Time

Human Resources, Labour Relations and Organizations ◽

10.5771/0935-9915-2017-2-10 ◽

2017 ◽

pp. 10-42

Author(s):

Chris Brewster ◽

Wolfgang Mayrhofer

Keyword(s):

Resource Management ◽

Human Resource ◽

European Human Resource Management: Researching Developments over Time

management revue ◽

10.5771/0935-9915-2005-1-36 ◽

2005 ◽

Vol 16 (1) ◽

pp. 36-62 ◽

Cited By ~ 20

Author(s):

Wolfgang Mayrhofer ◽

Chris Brewster

Keyword(s):

Resource Management ◽

Human Resource ◽

Convergence in Human Resource Management

The Oxford Handbook of Contextual Approaches to Human Resource Management ◽

10.1093/oxfordhb/9780190861162.013.17 ◽

2021 ◽

pp. 366-393

Author(s):

Wolfgang Mayrhofer ◽

Chris Brewster ◽

Katharina Pernkopf

Keyword(s):

Resource Management ◽

Empirical Evidence ◽

Human Resource ◽

Time Change ◽

Future Research ◽

The Relationship ◽

Different Levels ◽

This chapter takes the contextual view of human resource management (HRM) and its challenge to the universalistic perspective that is explored in the preceding chapters and adds the element of time. How does time change the relationship between countries in their way of managing HRM? Including time leads to a question that goes beyond snapshot views of how various aspects of context at different levels relate to HRM: How do these relationships and their effects develop as the years go by? The chapter addresses the notion of convergence in three steps. First, it examines a range of conceptual views about what convergence means in different theoretical traditions and discourses. Second, and based on that examination, it offers a balanced overview of the conceptual and empirical evidence about how HRM has been developing in different contextual settings over time, teasing out what we know for sure and what is still open for speculation. Third, the chapter outlines some promising options for future research at the conceptual, empirical, and practical levels.

Capital-centric versus knowledge-centric paradigms of human resource management: A historical perspective

Acta Commercii ◽

10.4102/ac.v16i1.350 ◽

2016 ◽

Vol 16 (1) ◽

Cited By ~ 2

Author(s):

Chris W. Callaghan

Keyword(s):

Resource Management ◽

Human Resource ◽

Theory Development ◽

Knowledge Work ◽

Power Relationships ◽

Theoretical Frameworks ◽

Human Resources Managers ◽

Managerial Implications ◽

Orientation: Central to understanding the contemporary state of the human resource management (HRM) field is knowledge of its history, and the underlying rationales as to why it has changed over time. This research attempts to identify one such important ‘rationale’.Research purpose: This article relates certain changes in HRM over time to the argument that there has been a shift from an industrial paradigm (on which many human resource [HR] systems, practices and theoretical frameworks are still based) to a knowledge paradigm (of knowledge work, in which employee knowledge and skills offer compound advantages that are not substitutable) which explains a great deal of the variance in changes of the field over time.Motivation for the study: It is argued that in order for the field to move forward, it may needto bring to the surface certain assumptions and differentiate between theoretical frameworkswhen dealing with knowledge work versus non-knowledge work.Research design, approach and method: This article offers a perspective of HR theory development over time. It is a conceptual/perspectives article and is not qualitative nor quantitative in nature. Further research will be able to test the ideas presented here.Practical/managerial implications: Managers and human resources managers need to differentiate between knowledge and non-knowledge work. The latter is associated with increased heterogeneity and complexity, and differences in power relationships, as knowledge work shifts power away from capital into the hands of skilled knowledge labour.