Hdl Handle:
http://hdl.handle.net/10034/600436
Title:
Flexible HR Practice
Authors:
Bamel, Umesh; Stokes, Peter
Abstract:
Research on the concept of ‘flexibility’ has produced a substantive scholarly in recent decades and has evolved as a focal area of management research (Mønsted 1991; Sushil 1994; Skipper et al. 2014; Krishna et al. 2015). According to Sushil (2001) ‘Flexibility offers freedom of choice and is highly context specific’. Here, ‘context specific’ refers to the role of contingencies within flexibility which might render it as a form of a firm’s dynamic capability. The dynamic capability scholarship argues that in order to achieve excellence, organizations should develop capabilities complementary to their competencies (Teece et al. 1997; Helfat and Peteraf 2009). Thus, flexible HR practices can help organizations in achieving sustainable competitiveness through creating, integrating, reconfiguring, and building on its human resource base. For example, organizations can achieve competitive edge by customizing training and development programs.
Affiliation:
Indian Institute of Management Raipur; University of Chester
Citation:
Bamel, U., & Stokes, P. (2016). Flexible Systems in HR. Global Journal of Flexible Systems Management. DOI: 10.1007/s40171-016-0125-5
Publisher:
Springer
Journal:
Global Journal of Flexible Systems Management
Publication Date:
26-Feb-2016
URI:
http://hdl.handle.net/10034/600436
DOI:
10.1007/s40171-016-0125-5
Additional Links:
http://link.springer.com/article/10.1007%2Fs40171-016-0125-5
Type:
Article
Language:
en_US
Description:
Editorial special issue; The final publication is available at Springer via http://dx.doi.org/10.1007/s40171-016-0125-5
ISSN:
0974-0198
Appears in Collections:
Chester Business School

Full metadata record

DC FieldValue Language
dc.contributor.authorBamel, Umeshen
dc.contributor.authorStokes, Peteren
dc.date.accessioned2016-03-01T10:29:24Zen
dc.date.available2016-03-01T10:29:24Zen
dc.date.issued2016-02-26en
dc.identifier.citationBamel, U., & Stokes, P. (2016). Flexible Systems in HR. Global Journal of Flexible Systems Management. DOI: 10.1007/s40171-016-0125-5en
dc.identifier.issn0974-0198en
dc.identifier.doi10.1007/s40171-016-0125-5en
dc.identifier.urihttp://hdl.handle.net/10034/600436en
dc.descriptionEditorial special issueen
dc.descriptionThe final publication is available at Springer via http://dx.doi.org/10.1007/s40171-016-0125-5en
dc.description.abstractResearch on the concept of ‘flexibility’ has produced a substantive scholarly in recent decades and has evolved as a focal area of management research (Mønsted 1991; Sushil 1994; Skipper et al. 2014; Krishna et al. 2015). According to Sushil (2001) ‘Flexibility offers freedom of choice and is highly context specific’. Here, ‘context specific’ refers to the role of contingencies within flexibility which might render it as a form of a firm’s dynamic capability. The dynamic capability scholarship argues that in order to achieve excellence, organizations should develop capabilities complementary to their competencies (Teece et al. 1997; Helfat and Peteraf 2009). Thus, flexible HR practices can help organizations in achieving sustainable competitiveness through creating, integrating, reconfiguring, and building on its human resource base. For example, organizations can achieve competitive edge by customizing training and development programs.en
dc.language.isoen_USen
dc.publisherSpringeren
dc.relation.urlhttp://link.springer.com/article/10.1007%2Fs40171-016-0125-5en
dc.subjectFlexible systemsen
dc.subjectHRMen
dc.titleFlexible HR Practiceen_US
dc.typeArticleen
dc.contributor.departmentIndian Institute of Management Raipur; University of Chesteren
dc.identifier.journalGlobal Journal of Flexible Systems Managementen
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