Governing Knowledge

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Governing Knowledge

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dc.contributor.author Foss, Nicolai J.
dc.contributor.author Minbaeva, Dana B.
dc.date.accessioned 2009-03-26T14:28:28Z
dc.date.accessioned 2009-03-26
dc.date.available 2009-03-26T14:28:28Z
dc.date.issued 2009-03-26T14:28:28Z
dc.identifier.isbn 9788791815447
dc.identifier.uri http://hdl.handle.net/10398/7756
dc.description.abstract SHRM increasingly emphasizes HRM practices as means to build strategic knowledge resources such as superior capabilities. While the knowledge-based view increasingly pays attention to micro-foundations, the SHRM field neglects these and emphasizes collective constructs such as “human capital pools,” “HRM architectures”, etc. As a result, causal links between HRM practices, knowledge and organizational performance are black-boxed. We propose a program for research and identify some of the key issues that future research must deal with. en
dc.format.extent 52 s. en
dc.language eng en
dc.relation.ispartofseries Working Paper;2009-03
dc.title Governing Knowledge en
dc.type wp en
dc.accessionstatus modt09mar26 nijemo en
dc.contributor.corporation Copenhagen Business School. CBS en
dc.contributor.department Center for Strategi og Globalisering en
dc.contributor.departmentshort SMG en
dc.contributor.departmentuk Center for Strategic Management and Globalization en
dc.contributor.departmentukshort SMG en
dc.idnumber x656559151
dc.publisher.year 2009 en
dc.title.subtitle The Strategic Human Resource Management Dimension en


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