A Research Agenda for Strategic Human Resource Management

Edited by Peter D. Sherer, Professor of Organizational Behaviour and Human Resource, Haskayne School of Business, University of Calgary, Canada

Contents:

Preface xvii
1 Introduction to A Research Agenda for Strategic
Human Resource Management 1
Peter D. Sherer

PART I VARIETY IN THEORETICAL PERSPECTIVES
AND PROCESSES
2 Failure to institutionalize? The case of
high-performance work systems 21
Pamela S. Tolbert
3 The human resource management–outcomes
relationship: an attributional HR process perspective 45
Karin Sanders
4 Leveraging strategic human capital research
themes in strategic HRM research 67
Clint Chadwick, Mengwei Li and Ilhwan Na
5 An expanded model of HR strategy, social capital,
and firm performance: the moderating effects of
organizational contingencies and resource orchestration 93
Christopher J. Collins

PART II VARIETY IN HRM FORMS
6 The liquid workforce 117
Peter Cappelli and Minseo Baek
7 Networked-based strategic human resource
management: managing people within and beyond
the boundaries of organizations 145
Juani Swart, David Cross, Nicholas Kinnie and Scott Snell
8 HRM practices for value creation and value
capture in online labour platform ecosystems:
towards an integrative perspective 167
Anne Keegan and Jeroen Meijerink
9 People management in entrepreneurial firms 195
Joonyoung Kim and M. Diane Burton
10 Future directions 225
Peter D. Sherer

Index 233