suggests at best a mixed picture in terms of both HPWS implementation and its
outcomes.
The fragmented, disconnected, and contradictory characteristics of contempor-
ary capitalism raise major challenges. Critical scholars from both within (Boxall
and Purcell 2003 ; Legge 2005 ) and outside theWeld of human resource manage-
ment (Thompson 2003 ) have identiWed the tensionsinter aliabetween corporate
and workplace spheres of economic activity, between business strategy and HR
practices, and in matching the expectations ofWnancial markets with those of
employees. Such conclusions as can be drawn suggest the imperative of developing
local, contingent, and reXective HR practices in support of the speciWc and
negotiated organizational and employee goals that are germane. That these are
recognized to be outcomes of negotiation upward with corporate stakeholders as
well as with shopXoor employees and representatives appears crucial for any
prospect of sustainable positive eVects. Such conclusions should not be read as
suggesting that there are not generic practices or principles that are likely to have
beneWcial eVects, rather that the key remains the local adaptation and implemen-
tation of these.
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