A study of strategic HR issues in an Asian context

Personnel Review

Volumn 31, Issue 1-2, 2002, Pages 166-188

  Khatri, Naresh ^a   Budhwar, Pawan S ^b  

^a University of Missouri   (United States)

^b CARDIFF UNIVERSITY   (United Kingdom)

Author keywords

Corporate culture; Human resource management; Outsourcing; Singapore

Indexed keywords

EID: 0036341129     PISSN: 00483486     EISSN: None     Source Type: Journal    
DOI: 10.1108/00483480210416856     Document Type: Review

References (46)

1. The link between business strategy and industrial relations systems in American steel minimills
2. Creating a committed workforce: Linking socialization practices to business strategy
3. Firm resources and sustained competitive advantage
4. On becoming a strategic partner: The role of human resources in gaining competitive advantage
5. The impact of human resource management on organisational performance: Progress and prospects
6. The significance of human resource management: A reconsideration of the evidence
7. The strategic HRM debate and the resource-based view of the firm
8. Human resource strategy and competitive advantage: A longitudinal study of engineering consultancies
9. Evaluating levels of strategic integration and devolvement of human resource management in Britain
10. Successful partnerships: HR and strategic planning at eight top firms
11. Skills for managing human resources in a complex environment: The perceptions of human resource managers in Singapore
12. HR strategies and firm performance: What do we know and where do we go?
13. Building theories from case study
14. The context of strategic human resource management policy in complex firms
15. Between a dream and a nightmare: On the integration of human resource management and strategic business planning
16. How are corporate strategy and human resources strategy linked?
17. Human resource management and performance: A review and research agenda
18. Are top HR specialists 'strategic partners'? Self-perceptions of a corporate élite
19. The impact of human resource management practices on turnover, productivity, and corporate financial performance
20. Managing human resource for competitive advantage: A study of companies in Singapore
21. HR outsourcing and its impact: The role of transaction costs
22. Why HR is turning to outsourcing
23. An analysis of managerial motivations behind outsourcing practices in human resources
24. Toward a contextual model of human resource strategy: Lessons from the Reynolds corporation
25. From personnel management to strategic human resource management
26. How strategic is HRM?
27. Taking a strategic approach to human resource management
28. Best practice and best fit: Chimera or cul-de-sac?
29. Corporate strategy and the role of HRM: Critical cases in oil and chemicals
30. Introduction: New developments in HRM in the Asia-Pacific region
31. Strategic human resource management: A bibliography
32. Trends in human resources outsourcing
33. Strategic human resource management: A conceptual approach
34. Human resource competencies: An empirical assessment
35. From control to commitment in the workplace
36. Theoretical perspectives for strategic human resource management
37. Strategy, core competence, and HR involvement as determinants of HR effectiveness and refinery performance
38. Human resource management practices in Singapore