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Strategic Human Resource Management
Randall S. Schuler (Edited by), Susan E. Jackson (Edited by)
9781405149594, Wiley
Paperback / softback, published 18 December 2006
496 pages
24.7 x 17.3 x 2.8 cm, 0.844 kg
"This new edition of Strategic Human Resource Management is, in global terms, the best book in the field of strategic HRM I have ever read. I wouldn't have expected less from two of the world's leading HR academics. Randall Schuler and Susan Jackson have done it again, and if there was an Academy Award for HR books internationally, this would be the overall winner by far. It is a must read for those interested in people management."
—Cary Cooper, Lancaster University Management School
The second edition of this popular volume provides management students and senior practitioners with a completely new and updated guide to the latest work in the field. This selection of important and highly readable articles from authors around the world charts key developments that have changed the theory and practice of SHRM over the last six years.
List of Figures vii List of Tables ix List of Contributors xi Preface xiii Acknowledgments xvii Introduction 1 Part I Overview of SHRM 5 1 Looking Inside for Competitive Advantage 9 2 Understanding Human Resource Management in the Context of Organizations and Their Environments 23 3 Implications of the Converging Economy for Human Resource Management 49 4 Human Resources and the Resource-Based View of the Firm 76 5 The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management 98 6 Alignment of HR Strategies and the Impact on Business Performance 124 Part II Global Dimensions 139 7 Converting Global Presence into Global Competitive Advantage 143 8 Human Resource Strategy in International Context 162 9 Reframing Global Mindset: From Thinking to Acting 200 10 A Quarter-Century Review of Human Resource Management in the US: The Growth in Importance of the International Perspective 214 11 European Human Resource Management: Researching Developments over Time 241 12 HRM in China 270 13 HRM in India 287 Part III Strategy into Action 313 14 HR Strategy and Competitive Advantage in the Service Sector 317 15 Managing the Human Resource Architecture for Knowledge-Based Competition 333 16 New HR Metrics: Scoring on the Business Scorecard 352 17 Strategies for Responsible Restructuring 366 Part IV Role of the HR Department and HR Professionals 385 18 The Three-Dimensional People Strategy: Putting Human Resources Policies into Action 389 19 Seeing the Elephant: Human Resource Management Challenges in the Age of Globalization 410 20 The Changing Role of the Corporate HR Function in Global Organizations of the Twenty-First Century 425 21 People Processing Systems and Human Resource Strategy 445 Conclusion 455 22 Strategic Human Resource Management: A Look to the Future 457 Index 467
Jay B. Barney
Susan E. Jackson and Randall S. Schuler
Suzanne Zivnuska, David J. Ketchen, Jr., and Charles C. Snow
Patrick M. Wright, Benjamin B. Dunford, and Scott A. Snell
Barry A. Colbert
Dave Ulrich
Anil K. Gupta and Vijay Govindarajan
Paul R. Sparrow and Werner Braun
Vladimir Pucik
Randall S. Schuler and Susan E. Jackson
Wolfgang Mayrhofer and Chris Brewster
Fang Lee Cooke
Debi S. Saini and Pawan S. Budhwar
Peter Boxall
David P. Lepak and Scott A. Snell
Richard W. Beatty, Mark A. Huselid, and Craig Eric Schneier
Wayne F. Cascio
Lynda Gratton and Catherine Truss
Mark E. Mendenhall, J. Stewart Black, Robert J. Jensen, and Hal B. Gregersen
Milorad M. Novicevic and Michael Harvey
Shaun Tyson and Doone Selbie
David P. Lepak
Subject Areas: Business & management [KJ]
