This book explores IHRM practices in the contexts of high uncertainties. It encompasses situations of financial crisis, political and civil uncertainty, environmental collapse and recession. The chapters were originally published as special issue of The International Journal of Human Resource Management.
This book explores IHRM practices in the contexts of high uncertainties. It encompasses situations of financial crisis, political and civil uncertainty, environmental collapse and recession. The chapters were originally published as special issue of The International Journal of Human Resource Management.
Geoffrey Wood is DANCap Private Equity Chair and Professor, Western University, Canada, and Adjunct Professor, Trinity College, Dublin. He is editor of Academy of Management Perspectives and Human Resource Management Journal. He publishes widely in international business, HRM, and corporate finance. Mehmet Demirbag is Professor at Essex Business School, University of Essex, United Kingdom. His current research interest focuses on multinational enterprises in and from emerging markets, offshore R&D activities of multinational enterprises, and the impact of institutional factors on multinational enterprises' operations, high performance work systems and talent management practices in emerging markets. Caleb Kwong is Reader at Essex Business School, University of Essex, United Kingdom. His current research interest is in business and social organisations operating in uncertain and conflict environments. Fang Lee Cooke is Professor at Monash Business School, Monash University, Australia. Her research interests are in the area of international HRM, gender studies, diversity management, strategic HRM, knowledge management and innovation, outsourcing, HRM in the care sector, digitalization and implications for employment and HRM.
Inhaltsangabe
Introduction Human resource management in the context of high uncertainties 1. Context-specific understandings of uncertainty: a focus on people management practices in Mongolia 2. Breaking away or holding on to the past? Exploring HRM systems of export-oriented SMEs in a highly uncertain context: insights from a transition economy in the periphery 3. Variations and differences in the application of HR policies and practices by US hotel multinational firm's subsidiaries across coordinated and transitional periphery economies: a case approach 4. Context, governance, associational trust and HRM: diversity and commonalities 5. Human resource capabilities in uncertain environments 6. Idiosyncratic deals in less competitive labor markets: testing career i-deals in the Greek context of high uncertainties Afterword Researching IHRM in an Uncertain World: Methodological Challenges and Solutions.
Introduction Human resource management in the context of high uncertainties 1. Context-specific understandings of uncertainty: a focus on people management practices in Mongolia 2. Breaking away or holding on to the past? Exploring HRM systems of export-oriented SMEs in a highly uncertain context: insights from a transition economy in the periphery 3. Variations and differences in the application of HR policies and practices by US hotel multinational firm's subsidiaries across coordinated and transitional periphery economies: a case approach 4. Context, governance, associational trust and HRM: diversity and commonalities 5. Human resource capabilities in uncertain environments 6. Idiosyncratic deals in less competitive labor markets: testing career i-deals in the Greek context of high uncertainties Afterword Researching IHRM in an Uncertain World: Methodological Challenges and Solutions.
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