This response addresses the central issues raised by the commentaries on our earlier chapter. The intent here is to clarify issues that may have been insufficiently explicated in our original treaties. These include the distinction between core and other employee groups, the importance of horizontal fit among the human resources management (HRM) practices, and the importance of job analysis principles when considering innovative activities throughout firms.
Taggar, S., MacDonald, H. and Sulsky, L. (2008), "A model of strategy, context, and human resource management alignment", Mumford, M.D., Hunter, S.T. and Bedell-Avers, K.E. (Ed.) Multi-Level Issues in Creativity and Innovation (Research in Multi-Level Issues, Vol. 7), Emerald Group Publishing Limited, Leeds, pp. 411-420. https://doi.org/10.1016/S1475-9144(07)00016-1
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