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Editorial article
Affiliation
Indian Institute of Management Raipur; University of ChesterPublication Date
2016-02-26
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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.Citation
Bamel, U., & Stokes, P. (2016). Flexible Systems in HR. Global Journal of Flexible Systems Management, 17(1), 1-3. DOI: 10.1007/s40171-016-0125-5Publisher
SpringerAdditional Links
http://link.springer.com/article/10.1007%2Fs40171-016-0125-5Type
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en_USDescription
Editorial special issueThe final publication is available at Springer via http://dx.doi.org/10.1007/s40171-016-0125-5
ISSN
0974-0198ae974a485f413a2113503eed53cd6c53
10.1007/s40171-016-0125-5
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