• Summary
  • Contents
  • Subject index

Human Resource Strategy provides an overview of the academic and practitioner responses to these and other questions. Applying an integrative framework, the authors review twenty years’ worth of empirical and theoretical research in an attempt to reconcile often-conflicting conceptual models and competing empirical results. The authors present much of the relevant research in the context of the critical strategic decisions that executives must actually make with regard to human resource investments and deployments. As a result, often complex theoretical models and scientific findings are presented such that they are not only understandable but also highly relevant to non-research-oriented practitioners.

The Formulation and Emergence of Human Resource Strategies
The formulation and emergence of human resource strategies

In the previous chapter, we suggested that a primary area of HR strategy research concerns the adoption of a strategic approach to human resource management (HRM) and the formulation of HR strategy. As we noted in that chapter, of interest is not only which organizations are most likely to adopt strategic innovations in HRM but also how HR strategies tend to be (and might best be) formulated. In this chapter, we will examine both issues. First, we will review studies explaining both the adoption of specific strategic practices (e.g., contingent pay) and the adoption of an overall strategic approach to HRM. By strategic practices, we are referring to those innovative ...

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