Strategic Human Resource Management

2. Revised Auflage 2007
ISBN: 978-1-4051-4959-4
Verlag: Wiley

Buch, Englisch, 496 Seiten, Format (B × H): 171 mm x 241 mm, Gewicht: 792 g

The second edition of this popular volume provides management students and senior practitioners with a completely new and updated guide to the latest work in the field. This selection of important and highly readable articles from authors around the world charts key developments that have changed the theory and practice of SHRM over the last six years.

- Covers issues of globalization and knowledge management, and their effect on the field of HRM and SHRM.

- Includes more articles that discuss international aspects of HRM and SHRM and that demonstrate the use of HRM and SHRM for global competitive advantage.

- Explores and highlights the new reality of knowledge management and its implications for HRM and SHRM.

Autoren/Hrsg.

Schuler, Randall S

Jackson, Susan E

Inhaltsverzeichnis

List of Figures vii

List of Tables ix

List of Contributors xi

Preface xiii

Acknowledgments xvii

Introduction 1

Part I Overview of SHRM 5

1 Looking Inside for Competitive Advantage 9

Jay B. Barney

2 Understanding Human Resource Management in the Context of Organizations and Their Environments 23
Susan E. Jackson and Randall S. Schuler

3 Implications of the Converging Economy for Human Resource Management 49
Suzanne Zivnuska, David J. Ketchen, Jr., and Charles C. Snow

4 Human Resources and the Resource-Based View of the Firm 76
Patrick M. Wright, Benjamin B. Dunford, and Scott A. Snell

5 The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management 98
Barry A. Colbert

6 Alignment of HR Strategies and the Impact on Business Performance 124
Dave Ulrich

Part II Global Dimensions 139

7 Converting Global Presence into Global Competitive Advantage 143
Anil K. Gupta and Vijay Govindarajan

8 Human Resource Strategy in International Context 162
Paul R. Sparrow and Werner Braun

9 Reframing Global Mindset: From Thinking to Acting 200
Vladimir Pucik

10 A Quarter-Century Review of Human Resource Management in the US: The Growth in Importance of the International Perspective 214
Randall S. Schuler and Susan E. Jackson

11 European Human Resource Management: Researching Developments over Time 241
Wolfgang Mayrhofer and Chris Brewster

12 HRM in China 270
Fang Lee Cooke

13 HRM in India 287
Debi S. Saini and Pawan S. Budhwar

Part III Strategy into Action 313

14 HR Strategy and Competitive Advantage in the Service Sector 317
Peter Boxall

15 Managing the Human Resource Architecture for Knowledge-Based Competition 333
David P. Lepak and Scott A. Snell

16 New HR Metrics: Scoring on the Business Scorecard 352
Richard W. Beatty, Mark A. Huselid, and Craig Eric Schneier

17 Strategies for Responsible Restructuring 366
Wayne F. Cascio

Part IV Role of the HR Department and HR Professionals 385

18 The Three-Dimensional People Strategy: Putting Human Resources Policies into Action 389
Lynda Gratton and Catherine Truss

19 Seeing the Elephant: Human Resource Management Challenges in the Age of Globalization 410
Mark E. Mendenhall, J. Stewart Black, Robert J. Jensen, and Hal B. Gregersen

20 The Changing Role of the Corporate HR Function in Global Organizations of the Twenty-First Century 425
Milorad M. Novicevic and Michael Harvey

21 People Processing Systems and Human Resource Strategy 445

Shaun Tyson and Doone Selbie

Conclusion 455

22 Strategic Human Resource Management: A Look to the Future 457
David P. Lepak

Index 467

Über Autor(innen)

Randall S. Schuler is Professor of Human Resource Strategy at GSBA-Zurich and the School of Management and Labor Relations, Rutgers University. He publishes widely in the area of strategic and global HRM, and has authored several books on these topics.

Susan E. Jackson is Professor of Human Resource Strategy at GSBA-Zurich and the School of Management and Labor Relations at Rutgers. Her published works address a variety of issues in strategic human resource management, including managing knowledge-based organizations.