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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.
A Critical Assessment
G. Scott Erickson
A Critical Assessment
Subhash C. Jain and Ben L. Kedia
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.
Corporate Engagement in Politics and Governance
Christina Garsten and Adrienne Sörbom
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.