No. 32-2, April 2022
Index
- Computer use and pay for performance
- Cultural intelligence and establishment of organisational diversity management practices: An upper echelons perspective
- Driving lateral collaboration effectiveness across multinational enterprises: The antecedents and consequences
- How is human resource management research (not) helping practice? In defence of practical implications
- Human resource professionals and the adoption and effectiveness of high‐performance work practices
- Issue Information
- Prediction in HRM research–A gap between rhetoric and reality
- Preferring the devil you know: Potential applicant reactions to artificial intelligence evaluation of interviews
- Simple rules for sensemaking praxis: How HR can contribute to strategic change by developing sensemaking capability in organisations
- Small firms, owner managers and (strategic?) human resource management
- The effects of latent withdrawal profiles on employee turnover, destinations and job performance
- The role of professional identity in HRM implementation: Evidence from a case study of job redesign
- ‘Americanization’ and the drivers of the establishment and use of works councils in three post‐socialist countries