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Frank Hoy, Rozenn Perrigot and Andrew Terry

This chapter begins with an overview of the significant role that the franchise model plays in the global economy. Despite the number of enterprises, volume of revenues generated, and jobs created, franchising has received relatively little attention in scholarly publications and in educational programmes. Prior literature reviews are cited, highlighting subjects that have received some attention. Brief previews of the other chapters in the Handbook are provided. The chapter and the entire Handbook are offered as encouragement for further research into franchising.

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G. Scott Erickson

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Subhash C. Jain and Ben L. Kedia

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Paul Sparrow and Cary L. Cooper

The chapter summarises recent changes in the HR function. HR directors have developed strategic insight into their organisation, focusing their function on the need to look “into” the organisation, and its strategy, and help ensure the effective execution of change, as part of a team of other senior leaders. As such, they have had to evidence the contribution that people management can have to business challenges such as innovation, productivity, lean management, customer centricity, and the globalisation of operations and organisation capabilities. They have learned to understand the complexity of their organisation’s business models and the different options that exist in terms of organisation design. It notes two over-riding debates or narratives that have come to activity: the notion of talent management; forging a clear link, and line of sight, from the strategy and the changes in business model this often entails, and the engagement of the workforce. The chapter signals the re-emergence of a range of societal debates. It organises the future HRM research agenda into four topics: the role of HR strategy, structure and architecture; the role of key HR processes; key performance enablers and key performance outcomes.

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Introduction: political affairs in the global domain

Corporate Engagement in Politics and Governance

Christina Garsten and Adrienne Sörbom

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Andrés Hatum

Chapter 1 introduces the approaches toward creativity: the individualistic approach and the sociocultural approach. The former focuses on creativity as a specific set of personality traits. The latter considers both the creative individual and the context in which the individual is a member. The chapter also introduces the main streams of research in organizational creativity – the focus of the book. It also emphasizes the model of organizational creativity used in the book, in which four dimensions are pointed out: new ways of organizing, the role of talent in creative organizations, HRM as facilitator of creativity, and creative leadership and culture.

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Subhash C. Jain and Ben L. Kedia

The introductory chapter outlines the purpose of the book. As India gained independence, it faced the problem of economic development as well as a number of social and political problems which had to be addressed right away. Overall, India in the last 70 years of its independence has done remarkably well although it failed to realize its full potential in economic growth. This book argues that with free market policies and strong leadership, India could advance economically, thus benefiting all sections of the society.

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Thomas Garavan, Alma McCarthy and Ronan Carbery

This chapter charts the landscape of international human resource development (IHRD) and engages with four key strands of IHRD scholarship that point to its possible boundaries. The chapter maps out a number of contextual drivers that are shaping IHRD as both an academic field of research and a set of organisational practices. The chapter proposes an overarching framework to conceptualise the terrain of IHRD. The chapter summarises the focus of the Handbook and summarises the individual chapters and how they are organised. Finally, the chapter proposes a number of priority research areas that will help to give the construct legitimacy as a field of research. The chapter engages in these debates while also acknowledging the emergent, dynamic and constantly evolving nature of the IHRD field.

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Edited by Frank Hoy, Rozenn Perrigot and Andrew Terry

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Andrés Hatum