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Contributions to an economic theory of human resource management
In: Human resource management review, Band 14, Heft 4, S. 383-393
ISSN: 1053-4822
International human resource management: an environmental perspective
In: International journal of human resource management, Band 3, Heft 1, S. 1-14
ISSN: 1466-4399
Voluntary Organizations and Public Incentive Systems: A Norwegian Case
In: Nonprofit and voluntary sector quarterly: journal of the Association for Research on Nonprofit Organizations and Voluntary Action, Band 19, Heft 3, S. 237-250
ISSN: 1552-7395
This article discusses the role and significance of public policy and financial incentive systems for voluntary adult education organizations in Norway. The discussion focuses on the public policy goal of social commitment through equalization and the functioning of the voluntary organizations in relation to this goal. Ideals and realities are examined, and paradoxes or dilemmas related to the promotion of public policy objectives are outlined.
Reward Functions of Personnel Training
In: Human relations: towards the integration of the social sciences, Band 42, Heft 5, S. 373-388
ISSN: 1573-9716, 1741-282X
The intersection between personnel training and reward systems in work organizations has largely been ignored in research on human resource management. This paper attempts to relate the two by shedding light on reward functions that are inherent in training. An empirical classification of individually perceived benefits from participation in training is presented, and organizational implications of the findings are discussed.
One European model of HRM? Cranet empirical contributions
In: Human resource management review, Band 21, Heft 1, S. 27-36
ISSN: 1053-4822
Investing in Human Resource Planning: An International Study
In: Management revue: socio-economic studies, Band 21, Heft 3, S. 292-307
ISSN: 1861-9908
Bokomtaler
In: Sosiologisk tidsskrift: journal of sociology, Band 10, Heft 1, S. 83-88
ISSN: 1504-2928
Human Capital in Organizations: Competence, Training and Learning
In: Administrative Science Quarterly, Band 40, Heft 3, S. 528
International management: cross-boundary challenges
In: Management, organizations and business series
Flexibility in Norwegian and UK firms: competitive pressure and institutional embeddedness
In: Employee relations, Band 19, Heft 6, S. 568-580
ISSN: 1758-7069
Discusses critically the concept of numerical flexibility arguing that strategies for numerical flexibility may in part be viewed as "emergent" strategies. Argues further that "emergent" strategies evolve as responses to the national institutional context. This context comprises laws and regulations which constrain firms from introducing numerical flexibility and trade unions which, acting on behalf of their members, will attempt to limit the scope of numerical flexibility. Demonstrates that since the 1980s the institutional contexts in which Norwegian and UK firms operate have diverged significantly, leading to expected differing rates of increased use of numerical flexibility. This is tested through a multivariate analysis of variations in numerical flexibility at the firm level on the basis of data from the 1995 Euronet‐Cranfield Survey.
Competences as resources in firms
In: International journal of human resource management, Band 5, Heft 1, S. 89-106
ISSN: 1466-4399
National embeddedness and calculative human resource management in US subsidiaries in Europe and Australia
In: Human relations: towards the integration of the social sciences, Band 59, Heft 11, S. 1491-1513
ISSN: 1573-9716, 1741-282X
This article presents a study of the degree to which national institutional settings impact on the application of management practices in foreign subsidiaries of multinational companies. Applying the national business systems approach our study centres on the use of calculative human resource management (HRM) practices by subsidiaries of US multinational companies in the UK, Ireland, Germany, Denmark/Norway and Australia, respectively, in comparison with these countries' indigenous firms.The analysis indicates that while US subsidiaries adapt to the local setting in terms of applying calculative HRM practices, they also diverge from indigenous firm practices.