Strategy and Human Resource Management

By Peter Boxall, J. Purcell. 2002

1,157 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/91f6267691d23af3d6d258c1ae98dffd45c96010

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Employees' perceptions of high-performance work systems and innovative behaviour: The role of exploratory learning (2017, background): “…of agreement in the specialist literature about how to accurately define HPWSs (Arthur, 1994; Huselid, 1995) and the HR practices contained in them (Boxall & Purcell, 2008), numerous important studies on the topic suggest that HPWSs are a bundle of practices that normally include and refer to…”
Age, proactivity and career development (2008, background): “Interest in these concepts has mainly been stimulated by the demands for flexibility, innovation and change that characterise modern economies and organisations ( Boxall and Purcell, 2003”
HR Strategy and competitive advantage in the service sector (2003, background): “A map of the commonly hypothesised linkages in HPWSs is shown in Figure 1 (Boxall and Purcell, 2003).”
Organisational and psychological empowerment in the HRM‐performance linkage (2011, background): “How do HRM practices contribute to the enhancement of employee work-related attitudes, individual performance and organisational performance? Most commonly this association is explained by the “ability, motivation and opportunity (AMO) theory”, where individual performance is seen as a function of i”
Is there a bigger and better future for employer branding? Facing up to innovation, corporate reputations and wicked problems in SHRM (2011, background): “2009 ) or ‘pivotal talent’ (Boudreau and Ramstad 2007 ) – on which these strategic capabilities rest and so help form a VRIO resource-base (Boxall and Purcell 2008 ) and dynamic capabilities (Teece 2007 ) that makes organisations distinctive and difficult to imitate.”
A model of high performance work practices and turnover intentions (2007, background): “): a “best fit” as opposed to a “best practices” school ( Boxall and Purcell, 2003”