A comparative study of human resource management practices in international joint ventures: the impact of national origin

Article Abstract:

A comparative study of the effects of national origin, a company's strategic orientation and its investment profile on preference for the application of human resource management (HRM) practices as conducted in international joint ventures (IJVs) is presented. The study shows that implementation of task-oriented processes leads to HRM practices that transcend national culture groupings.

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High-involvement practices in human resource management: concept and factors that motivate their adoption

Article Abstract:

The incidence of high-involvement practices was examined and the variables associated with the adoption of these practices are investigated. An exploratory view of nature of the contexts that condition the adoption of such practices, with the aim of motivating future research more thoroughly is presented.

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'Intended' and 'implemented' HRM: the missing linchpin in strategic human resource management research

Article Abstract:

Differences in the intended and implemented human resource practices of organizations are examined. Lags in human resource management are analyzed.

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