Frameworks for human resource professionals participating in business relationships

Human Resource Management

Volumn 36, Issue 1, 1997, Pages 129-134

  Lake, Dale G ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0039415658     PISSN: 00904848     EISSN: None     Source Type: Journal    
DOI: 10.1002/(SICI)1099-050X(199721)36:1<129::AID-HRM20>3.0.CO;2-5     Document Type: Article

References (10)

1. Ashkenas, R., Ulrich, D., Jick, T., & Kerr, S. (1995). The boundaryless organization. San Francisco: Jossey-Bass.
2. Cooper, R., & Quinn, R. (1993). Implications of the competing values framework for management information systems. Human Resource Management, 32, 175-202.
3. Galbraith, J. (1995). Designing organizations. San Francisco: Jossey-Bass Publishers.
4. Nadler, D., Gerstein, M., Shaw, R., & Associates (1992). Organizational architecture. San Francisco: Jossey-Bass.
5. Slowinski, G. (1996). Making alliances work. Nations Business, May, p. 24.
6. Peters, T. (1987). Thriving on chaos. New York: Alfred A. Knopf.
7. Ulrich, D. (1996). Human resource champions. Cambridge, MA: Harvard Business School Press.
8. Ulrich, D., Brockbank, W., Yeung, A., & Lake, D. (1995). Human resource competencies: An empirical assessment. Human Resource Management, 34, 473-496.
9. Waterman, R., Peters, T., & Phillips, J. (1988). Structure is not organization. In business horizons. Copyright by the Foundation for the School of Business at the University of Indiana.
10. Weber, M. (1947). The theory of social and economic organizations. (T. Parsons, trans.). New York: Free Press.