Series editor(s): Francis Yammarino and Fred Dansereau
Subject Area: Organization Studies
|Title:||Subsystem configuration: A model of strategy, context, and human resources management alignment|
|Author(s):||Simon Taggar, Lorne Sulsky, Heather MacDonald|
|Volume:||7 Editor(s): Michael D. Mumford, Samuel T. Hunter, Katrina E. Bedell-Avers ISBN: 978-0-7623-1476-8 eISBN: 978-1-84950-553-6|
|Citation:||Simon Taggar, Lorne Sulsky, Heather MacDonald (2008), Subsystem configuration: A model of strategy, context, and human resources management alignment, in Michael D. Mumford, Samuel T. Hunter, Katrina E. Bedell-Avers (ed.) Multi-Level Issues in Creativity and Innovation (Research in Multi Level Issues, Volume 7), Emerald Group Publishing Limited, pp.317-376|
|DOI:||10.1016/S1475-9144(07)00013-6 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Article type:||Chapter Item|
|Abstract:||This chapter presents a contextual model of human resources management (HRM). The hallmarks of this model are that (1) the most advantageous HRM practices vary conditionally upon strategic considerations; (2) each organization has multiple substrategies within it, and each substrategy is aligned with a unique bundle of HRM practices; (3) within each organization, three substrategies are associated with three subsystems; and (4) in terms of contributing to sustainable competitive advantage, the innovation subsystem is the most valuable regardless of the organization in question.|
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