人力资源管理执行研究脉络梳理与评价
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外国经济与管理 2010 年 第 32 卷第 09 期, 页码：30 - 36
摘要
参考文献
摘要
动态环境下人力资源管理执行与人力资源管理系统能力的构建密不可分,因此人力资源管理执行研究具有战略价值,但人力资源管理执行研究一直存在着内容界定不清和研究层面混淆的问题。本文分析了人力资源管理执行的基本概念,在此基础上将零散的现有人力资源管理执行研究成果按三个主题和两种整合模型进行了综述和评价,并基于动态研究视角指出了未来研究方向。
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[11]Augustine ALado,and Mary C Wilson.Human resource systems and sustained competitive advantage:Acompetency-based per-spective[J].Academy of Management Review,1994,19(4):699-727.
[12]Shaista E Khiiji,and Xiaoyun Wang.“Intended”and“i mplemented”HRM:The missing linchpin in strategic human resourcemanagement research[J].International Journal of Human Resource Management,2006,17(7):1 171-1 189.
[13]Mahesh Subramony.Why organizations adopt some human resource management practices and reject others:An exploration ofrationales[J].Human Resource Management,2006,45(2):195-210.
[14]John Purcell,and Sue Hutchinson.University of bath[J].Human Resource Management Journal,2007,17(1):3-20.
[15]Pawan S Budhwar,and Paul RSparrow.Strategic HRMthroughthe cultural looking glass:Mappingthe cognition of british andindian managers[J].Organization Studies,2002,23(4):599-638.
[16]Patrick M Wright.Comparing line and HRexecutives’perceptions of HR effectiveness:Services,roles,and contributions[J].Human Resource Management,2001,40(2):111-123.
[17]Carol T Kulik,and Elissa L Perry.When less is more:The effect of devolution on HR’s strategic role and construedi mage[J].Human Resource Management,2008,47(3):541-558.
[18]Elissa L Perrya,and Carol T Kulik.The devolution of HRto the line:I mplications for perceptions of people management effec-tiveness[J].International Journal of Human Resource Management,2008,19(2):262-273.
[19]Stanton,P,Young,S,Bartram,T,and Leggat,S G.Singing the same song:Translating HRM messages across managementhierarchies in Australian hospitals[J].International Journal of Human Resource Management,2010,21(4):567-581.
[20]Yamao,Sachiko,De Cieri,Helen,and Hutchings,Kate.Transferring subsidiary knowledge to global headquarters:Subsidiarysenior executives’perceptions of the role of HR configurations in the development of knowledge stocks[J].Human Resource Manage-ment,2009,48(4):531-554.
[2]Lynda Gratton,and Catherine Truss.The three di mensions people strategy:Putting human resources policies into action[J].Academy of Management Executive,2003,17(3):74-86.
[3]Wright,P M.Desegregating HRM:Areviewand synthesis of micro and macro human resource management research[J].Journalof Management,2002,28(3):242-276.
[4]Nada Zupan,and Robert Kase.Strategic human resource management in European transition economies:Building a conceptualmodel on the case of Slovenia[J].International Journal of Human Resource Management,2005,16(6):882-906.
[5]徐岚,汪涛,姚新国.中国企业产品创新战略执行的路径:基于转轨经济条件的研究[J].管理世界,2007,(9):85-98.
[6]Jame M Higgins.The eight S’s of successful strategy execution[J].Journal of Change Management,2005,5(1):3-13.
[7]薛云奎,齐大庆,韦华宁.中国企业战略执行现状及执行力决定因素分析[J].管理世界,2005,(9):88-98.
[8]张英华,张建宇,侯文剑.动态环境下企业现场管理执行力保证体系构建研究[J].现代财经,2005,(2):37-40.
[9]Patrick M Wright,and Scott A Snell.Toward a unifying framework for exploring fit and flexibility in strategic human resourcemanagement[J].Academy of Management Review,1998,23(4):756-772.
[10]Bowen,D,and Ostroff,C.Understanding HRM-firmperformancelinkages:The role of the“strength”of the HRMsystem[J].Academy of Management Review,2004,29(2):203-221.
[11]Augustine ALado,and Mary C Wilson.Human resource systems and sustained competitive advantage:Acompetency-based per-spective[J].Academy of Management Review,1994,19(4):699-727.
[12]Shaista E Khiiji,and Xiaoyun Wang.“Intended”and“i mplemented”HRM:The missing linchpin in strategic human resourcemanagement research[J].International Journal of Human Resource Management,2006,17(7):1 171-1 189.
[13]Mahesh Subramony.Why organizations adopt some human resource management practices and reject others:An exploration ofrationales[J].Human Resource Management,2006,45(2):195-210.
[14]John Purcell,and Sue Hutchinson.University of bath[J].Human Resource Management Journal,2007,17(1):3-20.
[15]Pawan S Budhwar,and Paul RSparrow.Strategic HRMthroughthe cultural looking glass:Mappingthe cognition of british andindian managers[J].Organization Studies,2002,23(4):599-638.
[16]Patrick M Wright.Comparing line and HRexecutives’perceptions of HR effectiveness:Services,roles,and contributions[J].Human Resource Management,2001,40(2):111-123.
[17]Carol T Kulik,and Elissa L Perry.When less is more:The effect of devolution on HR’s strategic role and construedi mage[J].Human Resource Management,2008,47(3):541-558.
[18]Elissa L Perrya,and Carol T Kulik.The devolution of HRto the line:I mplications for perceptions of people management effec-tiveness[J].International Journal of Human Resource Management,2008,19(2):262-273.
[19]Stanton,P,Young,S,Bartram,T,and Leggat,S G.Singing the same song:Translating HRM messages across managementhierarchies in Australian hospitals[J].International Journal of Human Resource Management,2010,21(4):567-581.
[20]Yamao,Sachiko,De Cieri,Helen,and Hutchings,Kate.Transferring subsidiary knowledge to global headquarters:Subsidiarysenior executives’perceptions of the role of HR configurations in the development of knowledge stocks[J].Human Resource Manage-ment,2009,48(4):531-554.
引用本文
丁宁宁. 人力资源管理执行研究脉络梳理与评价[J]. 外国经济与管理, 2010, 32(9): 30–36.
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