Journal of Organizational Effectiveness: People and Performance: Volume 3 Issue 2


Human Resource Management

Table of contents

Intellectual capital and organizational ambidexterity in Chinese and Irish professional service firms

Na Fu, Qinhai Ma, Janine Bosak, Patrick Flood

Organizational ambidexterity enables firm to simultaneously exploit existing resources and explore new resources. It is associated with high levels of organizational…

The (un)predictable factor: the role of subsidiary social capital in international takeovers

Dana Minbaeva, Steen Erik Navrbjerg

The purpose of this paper is to investigate how the implementation of headquarters-originated employment practices affect multinational corporation (MNC) ability to…

Human resource management practices and organizational effectiveness: internal fit matters

John Delery, Nina Gupta

The purpose of this paper is to test alternative conceptualizations of the relationship between systems of human resource management (HRM) practices and organizational…

Entrepreneurial orientation and human resource management: effects from HRM practices

Henrik Florén, Jonas Rundquist, Sebastian Fischer

The purpose of this paper is to explore the relationship between HRM practices and entrepreneurial orientation (EO) in large established firms. More specifically, the…

Human resource management: the promise, the performance, the consequences

Chris Brewster, Paul N. Gooderham, Wolfgang Mayrhofer

The dominant focus of HRM research has been that of “strategic HRM”, that is a focus on the impact of HRM on firm performance. The authors argue that not only are the…

What we do know and what we need to know about knowledge in the growth process

Rosa Caiazza, Nicolai Foss, Tiziana Volpe

There is evidence for major positive effects of knowledge transfer and innovation diffusion on economic growth. Much research has addressed schooling, training, and other…

Advancing multilevel thinking and methods in HRM research

Maarten Renkema, Jeroen Meijerink, Tanya Bondarouk

Despite the growing belief that multilevel research is necessary to advance human resource management (HRM) understanding, there remains a lack of multilevel thinking …

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  • Prof Graeme Martin