A European perspective on HRM

European Journal of International Management

Volumn 1, Issue 3, 2007, Pages 239-259

  Brewster, Chris ^a  

^a UNIVERSITY OF READING   (United Kingdom)

Author keywords

comparative HRM; critical HRM; Europe; paradigms

Indexed keywords

EID: 84969446224     PISSN: 17516757     EISSN: 17516765     Source Type: Journal    
DOI: 10.1504/EJIM.2007.014696     Document Type: Article

References (145)

1. Amable, B. (2003) The Diversity of Modern Capitalism, Oxford University Press, Oxford.
2. Barbash (1987) ‘Like nature, industrial relations abhors a vacuum: the case of the union-free strategy’, Industrial Relations, Vol. 42, No. 1, pp.168–178.
3. Becker, B. and Gerhart, B. (1996) ‘The impact of human resource management on organizational performance: progress and prospects’, Academy of Management Journal, Vol. 39, No. 4, pp.779–801.
4. Becker, B.E., Huselid, M.A., Pickus, P.S. and Spratt, M.F. (1997) ‘HR as a source of shareholder value: research and recommendations’, Human Resource Management, Vol. 1, pp.39–47.
5. Beer, M., Spector, B., Lawrence, P., Quinn-Mills, D. and Walton, R. (1984) Managing Human Assets: The Groundbreaking Harvard Business School Program, The Free Press, New York.
6. Bloom and Milkovich, G. (1999) ‘An SHRM perspective on international compensation and reward systems’, in Wright, P.M., Dyer, L.D., Boudreau, J.W. and Milkovich, G.T. (Eds.): Strategic Human Resources Management in the Twenty-First Century. Research in Personnel and Human Resource Management, Suppl. 4, pp.283–303.
7. Bournois, F. (1991) ‘Gestion des RH en Europe: données comparées’, Revue Française de Gestion, Mars–Mai, pp.68–83.
8. Bournois, F., Chauchat, J.H. and Roussillon, S. (1994) ‘Training and management development’, in Brewster, C. and Hegewisch, A. (Eds.): Policy and Practice in European Human Resource Management, Routledge, London.
9. Bowen, D.E. and Ostroff, C. (2004) ‘Understanding HRM-firm performance linkages: the role of the ‘strength’ of the HRM system’, Academy of Management Review, Vol. 29, No. 2, pp.203–221.
10. Boxall, P. (1996) ‘The strategic HRM debate and the resource-based view of the firm’, Human Resource Management Journal, Vol. 6, No. 5, pp.5–17.
11. Brewster, C. (1994) ‘European HRM: reflection of, or challenge to, the American concept?’, in Kirkbride, P.S. (Ed.): Human Resource Management in Europe, Routledge, London.
12. Brewster, C. (1995) ‘Towards a European model of human resource management’, Journal of International Business Studies, Vol. 26, No. 1, pp.1–21.
13. Brewster, C. (1999) ‘Strategic human resource management: the value of different paradigms’, Management International Review, Vol. 39, pp.45–64.
14. Brewster, C. (2004) ‘European perspectives on human resource management’, Human Resource Management Review, Vol. 14, No. 4, pp.365–382.
15. Brewster, C. and Mayrhofer, M. (2007) ‘Comparative HRM policies and practices’, in Smith, P.B., Peterson, M.F. and Thomas, D.C. (Eds.): Handbook of Cross-Cultural Management Research, Sage, Thousand Oaks.
16. Brewster, C. and Tregaskis, O. (2001) ‘Adaptive, reactive and inclusive organisational approaches to workforce flexibility in Europe’, Comportamento Organizacional e Gestão, Vol. 2, pp.209–232.
17. Brewster, C., Mayrhofer, W. and Morley, M. (Eds.) (2004) Human Resource Management in Europe: Evidence of Convergence?, Butterworth Heinemann, London.
18. Brookes, M., Brewster, C. and Wood, G. (2005) ‘Social relations, firms and societies: a study of institutional embeddedness’, International Sociology, Vol. 20, No. 4, pp.403–426.
19. Campbell, J.L. (2004) Institutional Change and Globalization, Princeton University Press, Princeton.
20. Cappelli, P. (1995) ‘Rethinking employment’, British Journal of Industrial Relations, Vol. 33, pp.1–29.
21. Cappelli, P. and Neumark, D. (2001) ‘Do ‘high-performance’ work practices improve establishment level outcomes?’, Industrial and Labour Relations Review, Vol. 54, No. 4, pp.737–775.
22. Chadwick and Cappelli (1999) ‘Alternatives to strategic generic strategy typologies in strategic human resource management’, Research in Personnel and Human Resource Management, Suppl. 4, pp.1–29.
23. Costello, N., Michie, J. and Milne, S. (1989) Beyond the Casino Economy, Verso, London.
24. Crouch, C. and Streeck, W. (1997) ‘Political economy of modern capitalism’, Mapping Convergence and Diversity, Sage, London.
25. Czarniawska, B. and Sevon, G. (Eds.) (2005) ‘Global ideas’, How Ideas, Objects and Practices Travel in the Global Economy, Copenhagen Business School Press, Copenhagen, Liber.
26. DeFidelto, C. and Slater, I. (2001) ‘Web-based HR in an international setting’, in Walker, A.J. (Ed.): Web-based Human Resources: The Technologies that are Transforming HR, McGraw-Hill, London.
27. Delaney, J.T. and Huselid, M.A. (1996) ‘The impact of human resource management practices on perceptions of organizational performance’, Academy of Management Journal, Vol. 39, No. 4, pp.949–969.
28. Delery, J. (1998) ‘Issues of fit in strategic human resource management: implications for research’, Human Resource Management Review, Vol. 8, No. 3, pp.289–309.
29. Delery, J.E. and Doty, H. (1996) ‘Modes of theorising in strategic human resource management: tests of universalistic, contingency and configurational performance’ Academy of Management Journal, Vol. 39, pp.802–835.
30. Delery, J.E. and Shaw, J.D. (2001) ‘The strategic management of people in work organizations: review, synthesis and extension’, Research in Personnel and Human Resource Management, Vol. 20, pp.165–197.
31. DiMaggio, P.J. and Powell, W.W. (1983) ‘The iron cage revisited: institutional isomorphism and collective rationality in organizational fields’, American Sociological Review, Vol. 48, pp.147–160.
32. Djelic, M-J. and Quack, S. (2002) The Missing Link: Brining Institutions Back into the Debate on Economic Globalisation, Wissenschaftszentrum Berlin fuër Sozialforschung, Berlin.
33. Drucker, P.F. (1989) The New Realities: in Government and Politics, in Economics and Business, in Society and World View, Harper and Row, New York.
34. Due, J., Madsen, J.S. and Jensen, C.S. (1991) ‘The social dimension: convergence or diversification of IR in the single European market?’, Industrial Relations Journal, Vol. 22, No. 2, pp.85–102.
35. Evans, P., Doz, Y. and Laurent, A. (Eds.) (1989) Human Resource Management in International Firms: Change, Globalisation and Innovation, Macmillan, London
36. Evans, P., Lank, E. and Farquar, A. (1989) ‘Managing human resources in the international firm: lessons from practice’, in Evans, P., Doz, Y. and Laurent, A. (Eds.): Human Resource Management in International Firms: Change, Globalisation and Innovation, Macmillan, London.
37. Farmer, R.N. and Richman, B.M. (1965). Comparative Management and Economic Progress, Irwin, Homewood, IL.
38. Ferner, A., Quintanilla, J. and Varul, M.Z. (2001) ‘Country of origin effects, host-country effects and the management of hr in multinationals: German companies in Britain and Spain’, Journal of World Business, Vol. 36, No. 2, pp.107–127.
39. Filella, J. (1991) ‘Is there a Latin model in the management of human resources’, Personnel Review, Vol. 20, No. 6, pp.15–24.
40. Fombrun, C.J., Tichy, N. and Devanna, M.A. (1984) Strategic Human Resource Management, Wiley, New York.
41. Forster, N. and Whipp, R. (1995) ‘Future of European human resource management: a contingent approach’, European Management Journal, Vol. 13, pp.434–442.
42. Friedman, A. (1977) Industry and Labour Macmillan, London.
43. Gaugler, E. (1988) ‘HR management: an international comparison’, Personnel, August, pp.24–30.
44. Geppert, M., Matten, J. and Williams, K. (2003) Global, National and Local Practices in Multinational Corporations – Towards a Socio-Political Framework, Paper for Seminar on the diffusion of HRM to Europe and the role of USA Multinationals, December 5, Cranfield School of Management, Cranfield, Beds.
45. Gerhart, B. (1999) ‘Human resource management and firm performance: measurement issues and their effect on causal and policy inferences’, in Wright, P., Dyer, L., Boudreau, J. and Milkovich, G. (Eds.): Research in Personnel and HRM, JAI Press Inc., Greenwich, Connecticut.
46. Gooderham, P.N, Nordhaug, O. and Ringdal, K. (1999). ‘Institutional determinants of organizational practices: human resource management in European firms’, Administrative Science Quarterly, Vol. 44, No. 3, pp.507–531.
47. Gooderham, P., Morley, M., Mayrhofer, W. and Brewster, C. (2004) ‘Human resource management: a universal concept?’, in Brewster, C., Mayrhofer, W. and Morley, M. (Eds.): European Human Resource Management – Evidence of Convergence?, Butterworth-Heinemann, London, pp.1–26.
48. Guest, D.E. (1990) ‘Human resource management and the American dream’, Journal of Management Studies, Vol. 27, No. 4, pp.377–397.
49. Guest, D.E. (1997) ‘Human resource management and performance: a review and a research agenda’, International Journal of Human Resource Management, Vol. 8, pp.263–276.
50. Guest, D.E., Michie, J., Conway, N. and Sheehan, M. (2003) ‘Human resource management and corporate performance in the UK’, British Journal of Industrial Relations, Vol. 41, pp.291–314.
51. Guillén, M.F. (2001) ‘The limits of convergence’, Globalization and Organizational Change in Argentina, South Korea and Spain, Princeton University Press, Princeton, Oxford.
52. Hall, P.A. and Soskice, D. (Eds.) (2001) ‘Varieties of capitalism’, The Institutional Foundations of Comparative Advantage, Oxford University Press, Oxford.
53. Hendry, C. and Pettigrew, A. (1986) ‘The practice of strategic human resource management’, Personnel Review, Vol. 15, No. 5, pp.3–8.
54. Hendry, C. and Pettigrew, A. (1990) ‘HRM: an agenda for the 1990s’, International Journal of Human Resource Management, Vol. 1, No. 1, pp.17–25.
55. Hickson, D., Hinings, C.R., McMillan, C.J. and Schwitter, J.P. (1974) ‘The culture-free context of organisation structure: a tri-national comparison’, Sociology, Vol. 8, pp.59–80.
56. Hofstede, G. (1980) Culture’s Consequence. International Differences in Work-Related Values, Sage Publications, Newbury Park.
57. Hofstede, G. (2001) Culture’s Consequences: Comparing Values, Behaviors, Insitutions and Organizations Across Nations, Sage, London.
58. Hofstede, G., van Deusen, C.A., Mueller, C.B. and Charles, T.A. (2002) ‘What goals do business leaders pursue? a study in fifteen countries’, Journal of International Business Studies, Vol. 33, No. 4, pp.785–803.
59. Holbeche, L. (2002) Aligning Human Resources and Business Strategy, Butterworth-Heinemann, Oxford.
60. Hollingsworth, J.R. and Boyer, R. (1997) ‘Coordination of economic actors and social systems of production’, in Hollingsworth, J.R. and Boyer, R. (Eds.): Contemporary Capitalism, University Press, Cambridge, pp.1–18.
61. House, R.J., Hanges, P.J., Javidan, M., Dorfman, P. and Gupta, V. (Eds.) (2004) ‘Culture, leadership and organizations’, The GLOBE Study of 62 Societies, Sage, Thousand Oaks.
62. Huselid, M.A. (1995) ‘The impact of human resource management practices on turnover, productivity and corporate financial performance’, Academy of Management Journal, Vol. 38, pp.635–672.
63. Huselid, M.A. (1995) ‘The impact of human resource management practices on turnover, productivity and corporate financial performance’, Academy of Management Journal, Vol. 38, pp.635–672.
64. Huselid, M.A. and Becker, B.E. (1996) ‘Methodological issues in cross-sectional and panel estimates of the human resource-firm performance link’, Industrial Relations, Vol. 35, pp.400–422.
65. Huselid, M.A., Jackson, S.E. and Schuler, R.S. (1997) ‘Technical and strategic human resource management effectiveness as determinants of firm performance’, Academy of Management Journal, Vol. 40, No. 1, pp.171–188.
66. Hyman, R. (1987) ‘Strategy or structure? Capital, labour and control’, Work, Employment and Society, Vol. 1, No. 1, pp.25–55.
67. Ignjatovic, M. and Sveltic, I. (2003) ‘European HRM clusters’, ESB Review, Vol. 17, pp.25–39.
68. Inkeles, A. (Ed.) (1998) One World Emerging? Convergence and Divergence in Industrial Societies, Westview, Boulder, Colorado.
69. Jackson, S.E. and Schuler, R.S. (2000) Managing Human Resources, Thomson Learning, Cincinatti.
70. Jackson, S. and Schuler, R. (1995) ‘Understanding human resource management in the context of organizations and their environments’, Annual Review of Psychology, Vol. 46, pp.237–264.
71. Jones, G.E. (1984) ‘Task visibility, free riding, and shirking: explaining the effect of structure and technology on employee behaviors’, Academy of Management Review, Vol. 9, pp.684–695.
72. Katz, H.C. and Darbyshire, O. (2000) Converging Divergences: Worldwide Changes in Employment Systems, Cornell University Press, Ithaca.
73. Keenoy, T. (1990) ‘HRM: a case of the wolf in sheep’s clothing’, Personnel Review, Vol. 19, No. 2, pp.3–9.
74. Kidger, P.J. (1991) ‘The Emergence of international human resource management’, International Journal of Human Resource Management, Vol. 2, No. 2, pp.149–163.
75. Koch, M.J. and Mcgrath, R.G. (1996) ‘Improving labor productivity: human resource management policies do matter’, Strategic Management Journal, Vol. 17, pp.335–354.
76. Kochan, T. (1999) ‘Beyond myopia: human resources and the changing social contract’, in Wright, P., Dyer, L., Boudreau, J. and Milkovich, G. (Eds.): Research in Personnel and HRM, JAI Press Inc., Greenwich, Connecticut, pp.199–212.
77. Kochan, T., Katz, H. and McKersie, R. (1986) The Transformation of American Industrial Relations, Basic Books, New York.
78. Kogut, B. (Ed.) (1993) Country Competitiveness: Technology and the Organisation of Work, Oxford University Press, Oxford.
79. Kuhn, T. (1970) The Structure of Scientific Revolutions, University of Chicago Press, Chicago.
80. Lane, C. (1989) Management and Labour in Europe, Edward Elgar, London.
81. Larsen, H.H. and Brewster, C. (2003) ‘Line management responsibility for HRM: What is happening in Europe?’, Employee Relations, Vol. 25, No. 3, pp.228–242.
82. Larsen, H.H. and Mayrhofer, W. (Eds.) (2006) ‘Managing human resources in Europe’, A Thematic Approach, Routledge, London.
83. Laurent, A. (1983) ‘The cultural diversity of western conceptions of management’, International Studies of Management and Organization, Vol. 13, Nos. 1–2, pp.75–96.
84. Legge, K. (1995) Human Resource Management: Rhetorics and Realities, Macmillan, Basingstoke.
85. Legge, K. (2005) Human Resource Management. Rhetorics and Realities. Houndsmills, Palgrave Macmillan, Basingstoke.
86. Lengnick-Hall, C.A. and Lengnick-Hall, M.L. (1988) ‘Strategic human resources management: a review of the literature and a proposed typology’, Academy of Management Review, Vol. 13, pp.454–470.
87. Lepak, D. and Snell, S. (1998) ‘Virtual HR: strategic human resource management in the 21st century’, Human Resource Management Review, Vol. 8, No. 3, pp.215–234.
88. Lundvall, B-A. (Ed.) (1992) National Systems of Innovation. Towards a Theory of Innovation and Interactive Learning, Pinter, London.
89. Macduffie, J.P. (1995) ‘Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry’, Industrial and Labor Relations Review, Vol. 48, pp.197–221.
90. Marchington, M. and Grugulis, I. (2000) ‘‘Best Practice’ human resource management: perfect opportunity or dangerous illusion?’, International Journal of Human Resource Management, Vol. 11, No. 6, pp.1104–1124.
91. Martín, A.F., Fernández, R.P. and Gardey, S.G. (2005) ‘Strategic human resource management: integrating the universalistic, contingent, configurational and contextual perspectives’, International Journal of Human Resource Management, Vol. 16, No. 5, pp.633–659.
92. Maurice, M. (1989) ‘Méthode comparative et analyse sociétale. Les implications théoriques des comparaisons internationals’, Sociologie du Travail, Vol. 21, No. 2, pp.175–191.
93. Maurice, M., Sellier, F. and Silvestre, J. (1986) The Social Foundations of Industrial Power, MIT Press, Cambridge, Mass.
94. Mayrhofer, W. and Brewster, C. (2005) ‘European human resource management: researching developments over time’, Management Revue, Vol. 16, No. 1, pp.36–63.
95. Mayrhofer, W., Müller-Camen, M., Ledolter, J., Strunk, G. and Erten, C. (2002) ‘The diffusion of management concepts in europe – conceptual considerations and longitudinal analysis’, Journal of Cross-Cultural Competence and Management, Vol. 3, pp.315–349.
96. Mayrhofer, W., Müller-Camen, M., Ledolter, J., Strunk, G. and Erten, C. (2004b) ‘Devolving responsibilities for human resources to line management? an empirical study about convergence in Europe’, Journal for East European Management Studies, Vol. 9, No. 2, pp.123–146.
97. McLuhan, M.H. and Powers, B.R. (1989) The Global Village: Transformations in World Life and Media in the 21st Century, Oxford University Press, New York, NY.
98. Meyer, J.W. and Rowan, E. (1977) ‘Institutionalized organizations: formal structure as myth and ceremony’, American Journal of Sociology, Vol. 83, pp.340–363.
99. Michie, J. (Ed.) (2003) The Handbook of Globalisation, Edward Elgar, Cheltenham.
100. Miles, R. and Snow, C. (1984) ‘Designing strategic human resource systems’, Organizational Dynamics, Summer, pp.36–52.
101. Ohmae, K. (1995) The End of the Nation State: The Rise of Regional Economies, Free Press, New York, NY.
102. Paauwe, J. and Boselie, P. (2005) ‘Best practices … in spite of performance: just a matter of imitation?’, International Journal of Human Resource Management, Vol. 16, pp.987–1003.
103. Paauwe, J. and Boselie, P. (2003) ‘Challenging ‘strategic HRM’ and the relevance of the institutional setting’, Human Resource Management Journal, Vol. 13, No. 3, pp.56–70.
104. Pfeffer, J. and Veiga, J.F. (1999) ‘Putting people first for organizational success’, The Academy of Management Executive, Vol. 13, pp.37–38.
105. Pieper, R. (Ed.) (1990) Human Resource Management: An International Comparison, Walter de Gruyter, Berlin.
106. Poole, M. (1990) ‘Human resource management in an international perspective’, International Journal of Human Resource Management, Vol. 1, No. 1, pp.1–15.
107. Porter, M. (1990) Competitive Strategy, Free Press, New York.
108. Poutsma, E., Lighart, P.E.M. and Schouteten, R. (2005) ‘Employee share schemes in Europe: the influence of USA multinationals’, Management Revue, Vol. 16, No. 1, pp.99–122.
109. Price, A. (1997) Human Resource Management in a Business Context, Thomson, London.
110. Purcell, J. and Ahlstrand, B. (1994) Human Resource Management in the Multi-Divisional Firm, OUP, Oxford.
111. Ramirez, M. (2004) ‘Comparing European approaches to management education, training and development’, Advances in Developing Human Resources, Vol. 6, No. 4, pp.428–450.
112. Ramussen, E. and Andersen, T. (2006) ‘European employment relations: from collectivism to individualism?’, in Larsen, H.H. and Mayrhofer, W. (Eds.): Managing Human Resources in Europe. A Thematic Approach, Routledge, London, pp.212–236.
113. Rigby, M., Smith, R. and Brewster, C. (2004) ‘The changing impact and strength of the labour movement in Europe’, in Wood, G. and Harcourt, M. (Eds.): Trade Unions and Democracy: Strategies and Perspectives, Manchester University Press, Manchester.
114. Ritzer, G. (1993) The McDonaldization of Society, Pine Forge Press, Thousand Oaks, CA.
115. Rojek, C. (1986) ‘Convergence, Divergence and the study of organizations’, Organization Studies, Vol. 7, No. 1. pp.25–36.
116. Ronen, S. and Shenkar, O. (1985) ‘Clustering countries on attitudinal dimensions: a review and synthesis’, Academy of Management Journal, September, pp.435–454.
117. Rose, M.J. (1991) ‘Comparing forms of comparative analysis’, Political Studies, No. 39, pp.446–462.
118. Schuler, R.S. and Jackson, S.E. (Eds.) (2000) Strategic Human Resource Management, Blackwell, Oxford.
119. Schuler, R.S., Dowling, P.J. and de Cieri, H. (1993) ‘An integrative framework of strategic international human resource management’, International Journal of Human Resource Management, Vol. 4, No. 4, pp.717–764.
120. Schwartz, S.H. (1992) ‘Universals in the content and structure of values: theoretical advances and empirical tests in 20 countries’, in Zanna, M.P. (Ed.): Advances in Experimental Social Psychology, Academic Press, San Diego, California, Vol. XXV, pp.1–65.
121. Schwartz, S.H. (1994) ‘Beyond individualism/collectivism, new cultural dimensions of values’, in Kim, U., Triandis, H., Kâgitçibasi, Ç., Choi, S-C. and Yoon, G. (Eds.): Individualism and Collectivism, Theory, Method and Applications, Cross-Cultural Research and Methodology Series, Sage, London, Vol. XVIII, pp.85–119.
122. Smith, C. and Meiksins, P. (1995) ‘System, societal and dominance effects in cross-national organisational analysis’, Work, Employment and Society, Vol. 9, No. 2, pp.241–268.
123. Sorge, A. (1991) ‘Strategic fit and the social effect: interpreting cross-national comparisons of technology, organization and human resources’, Organization Studies, Vol. 12, pp.161–190.
124. Sorge, A. (2004) ‘Cross-national differences in human resources and organization’, in Harzing, A-W. and van Ruysseveldt, J. (Eds.): International Human Resource Management, Sage, London, pp.117–140.
125. Sparrow, P. and Hiltrop, J.M. (1994) European Human Resource Management in Transition, Prentice-Hall, Hemel Hempstead.
126. Sparrow, P., Schuler, R. and Jackson, S. (1994) ‘Convergence or divergence: human resource practices for competitive advantage worldwide’, International Journal of Human Resource Management, Vol. 5, No. 2, pp.267–299.
127. Spony, G. (2003) ‘The development of a work-value model assessing the cumulative impact of individual and cultural differences on managers’ work-value systems: empirical evidence form French and British managers’, International Journal of Human Resource Management, Vol. 14, No. 4, pp.658–679.
128. Storey, J. (1992) New Developments in Human Resource Management, Blackwell, Oxford.
129. Strauss, G. (1992) ‘Human resource management in the USA’, in Towers, B. (Ed.): Handbook of Human Resource Management, Blackwell, Oxford.
130. Thomson, A., Mabey, C., Storey, J., Gray, C. and Iles, P. (Eds.) (2001) Changing Patterns of Management Development, Blackwells, Oxford.
131. Thurley, K. and Wirdenius, H. (1990) Towards European Management, Trans-Atlantic Publications, London.
132. Tichy, N., Fombrun, C.J. and Devanna, M.A. (1982) ‘Strategic human resource management’, Sloan Management Review, Vol. 23, No. 2, pp.47–60.
133. Tregaskis, O. and Brewster, C. (2006) ‘Converging or diverging? A comparative analysis of trends in contingent employment practice in Europe over a decade’, Journal of International Business Studies, Vol. 37, p.1.
134. Trompenaars, F. (1993) Riding the Waves of Culture: Understanding Cultural Diversity in Business, Economist Books, London.
135. Turner, T. and Morley, M. (1995) Industrial Relations and the New Order: Case Studies in Conflict and Co-Operation, Oak Tree Press, Dublin.
136. Ulrich, D. (1989) ‘Tie the corporate knot: Gaining complete customer commitment’, Sloan Management Review, Summer, pp.19–28.
137. Ulrich. D. (1987) ‘Organizational capability as a competitive advantage: human resource professionals as strategic partners’, Human Resource Planning, Vol. 10, No. 4, pp.169–184.
138. Weber, W. and Kabst, R. (2004) ‘Human resource management: the need for theory and diversity’, Management Revue, Vol. 15, pp.171177.
139. Whitley, R. (1999) Divergent Capitalisms: The Social Structuring and Change of Business Systems, Oxford University Press, Oxford.
140. Williamson, O.E. (1985) The Economic Institutions of Capitalism, Free Press, New York.
141. Wood, S. (1999) ‘Human resource management and performance’, International Journal of Human Resource Management, Vol. 1, pp.367–413.
142. Wright, P.M. and McMahan, G.C. (1992) ‘Theoretical perspectives for strategic human resource management’, Journal of Management, Vol. 18, No. 2, pp.295–320.
143. Wright, P.M. and Snell, S.A. (1991) ‘Toward an integrative view of strategic human resource management’, Human Resource Management Review, Vol. 1, pp.203–225.
144. Wright, P.M., Gardner, T.M. and Moynihan, L.M. (2003) ‘The impact of HR practices on the performance of business units’, Human Resource Management Journal, Vol. 13, No. 3, pp.21–36.
145. Careful and extensive systems for recruitment, selection and training; formal systems for sharing information with the individuals who work in the organisation; clear job design; local level participation procedures; monitoring of attitudes; performance appraisals; properly functioning grievance procedures and promotion and compensation schemes that provide for the recognition and financial rewarding of high performing individuals in the workforce.