Oxford Handbook of Human Resource Management

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chapter 11 ..................................................................................................................... ...

At the same time, manyWrms are increasing their use of externalized employ- ment (e.g. temporary employees, independent contract ...

stocks and Xow of knowledge. First, companies are increasingly turning to employment options on a global level. The trends towar ...

and capacity. While the terms may diVer, a common theme is thatWrms may heavily invest in a core group of employees while also m ...

a long-term orientation (Snell and Dean 1992 ). Such practices are designed to help Wrms maintain unique knowledge that leads to ...

a results-based approach and performance appraisals are likely to emphasize a short-term, results-oriented component (Snell 1992 ...

27 percent used three of the four employment modes, and 2 percent used only two employment modes. Like Lepak and Snell ( 2002 ), ...

to other countries—has received considerable attention and raised a number of issues for how companies structure their HR archit ...

1 Research Implications Most of the literature focusing on international HRM has focused on managing employees within a sp ...

regions or countries. In some countries, occupational specialists may be in such short supply or high demand that they have cons ...

Wrms implement HR practices that encourage employees to engage in creative behavior, cooperate and share ideas with others, and ...

creation activities. As a result, an employee group possessing certain skill sets may be particularly critical in one company bu ...

relationship between HR system use for critical employees with more narrow performance metrics than with organization-wide metri ...

(knowledge stocks) helpsWrms create competitive advantage through the eVective use, manipulation, and transformation of various ...

interdependencies across employment systems. In an attempt to overcome this limitation, Kang et al. (in press) focus directly on ...