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The purpose of this paper is to develop a typology of human resource supply chain (HRSC) models that enable comparison of different models for making more informed…
The purpose of this paper is to develop a typology of human resource supply chain (HRSC) models that enable comparison of different models for making more informed strategic HR outsourcing decisions.
In the paper interviews and company documents were used to construct multiple comparative case studies.
The paper finds that five generic HRSC models were identified in two broad categories – two in‐sourcing models (local contracting and HR centralizing) and three outsourcing models (purchasing HR, non‐staffing HR, and staffing HR). Additional findings relate to the redistribution of power and competencies for managing HR within and between organizations.
The paper shows that future research should account for different HRSC models to address various dependent variables, especially distribution of power and HR competencies in managing HR supply chains and contribution to firm performance. Future studies on strategic alliances can benefit from building on the HRSC models in building different types of partnerships.
In this paper it is found that managers have a means for comparison of different HRSC models to make more fully informed strategic outsourcing decisions and to develop related HR competencies related to each one of the generic models.
This paper clarifies critical differences in five different generic HRSC models that must be accounted for in research on strategic HR and outsourcing. Without understanding the differences in HRSCs, managers often unwittingly relinquish power and control over critical HR functions to other organizational units or vendor organizations.
Stanford contributed significantly to the organizational culture movement that occurred in organization studies from 1970–2000. This chapter traces developments at Stanford and puts the contributions of its researchers and scholars in the context of the many influences that shaped the study of organizational culture during this period. In addition to the historical account, there is speculation about why the culture movement at Stanford more or less ended but might yet be revived, either by those studying institutionalization processes or by those who resist them.
This paper examines learning‐on‐demand (LOD) ‐ the knowledge‐based learning model; forces for change; early adopters and implementation barriers. According to the authors, LOD reduces knowledge acquisition time, cuts travel costs for both students and teachers, lowers off‐the‐job related expenses, reduces classroom overheads and lowers materials expenses. Through LOD higher‐quality learning improves organizational performance and increases employees’ breadth of knowledge and ability to deploy skills in the service of strategic objectives.
Purpose – The purpose of this paper is to introduce the special issue, which brings together five papers exploring the changing anatomy of HRM at organisational level. …
Purpose – The purpose of this paper is to introduce the special issue, which brings together five papers exploring the changing anatomy of HRM at organisational level. Design/methodology/approach – This overarching paper briefly contextualises the theme and introduces the five selected empirical papers. Findings – The findings in this paper vary according to the core theme of each of the five contributions. The first paper highlights whether the mix of distributed HR activities between the HR department and internal/external agents may be understood to be less a product of contextual influences and more a matter of corporate choice. The second paper establishes that role dissonance is a very real issue for middle managers with HR responsibilities. The third paper unearths the complexities and challenges involved in changing existing HRM procedures and practices in a post‐merger scenario. The fourth paper provides an understanding of the management of human resource supply chains and outlines five, empirically derived, generic models of HR outsourcing. The final paper finds that human resource IT diffusion and take‐up is primarily fuelled by interpersonal communication and network interactions among potential adopters. Originality/value – Combined, the papers offer insights on the changing anatomy of the HRM function against the backdrop of a dynamic contemporary organisational landscape and showcase cross‐national research on the theme.
This chapter focuses on the school placement element of Initial Teacher Education provision. It opens with an examination of a range of issues characterising research and…
This chapter focuses on the school placement element of Initial Teacher Education provision. It opens with an examination of a range of issues characterising research and writing about placement at global level before considering the vernacular nuances of the Scottish context. The chapter then turns to the problematic matter of quality in teaching practice and argues against reifying school placement as something that exists separate or apart from the student teachers who participate in it. It challenges simplistic analyses of the quality of the placement in terms of external provision through supportive mentoring relationships within a welcoming organisational culture. Drawing on data from the author's recent research, the relational nature of the school placement is emphasised and an argument promoted that individual student teachers make significant contributions to the nature of the support they experience on placement. Implications for further research are considered in the conclusion.
This chapter analyzes one teacher educator’s development of a pedagogy of reflection over a period of 25 years. My personal interpretation of the meaning of reflective…
This chapter analyzes one teacher educator’s development of a pedagogy of reflection over a period of 25 years. My personal interpretation of the meaning of reflective practice leads to seven principles of a pedagogy of reflection that focus on relationship, listening, metacognition, modeling, and learning from experience. Justification of my pedagogy of reflection includes an account of books that influenced my development as a teacher educator and the insights gained from living and teaching in a different culture. Excerpts from and discussion of the work of two preservice teachers illustrate my pedagogy of reflection and emphasize the importance of replying supportively to each individual who shows awareness of the unique learning process involved in becoming a teacher. The research methodology of Self-Study of Teacher Education Practices supported the development of my pedagogy of reflection and helped me to overcome the conditions that can constrain that development.
With boards of directors playing both monitoring and guidance roles, the purpose of this paper is to examine the impact of board structure on firm value in large US and UK…
With boards of directors playing both monitoring and guidance roles, the purpose of this paper is to examine the impact of board structure on firm value in large US and UK firms using the lenses of agency and resource dependence theories.
Using a sample of firms in the USA and the UK from 2000 to 2007, the paper conducts a panel data analysis of the impact of board structure on firm value and examine the nuances of different governance environments.
The paper finds distinct differences in the impact of board independence, board size, and outside director busyness on firm value between UK and US firms. Specifically, the paper finds that board independence, board size, and board busyness all have a significant positive impact on firm value in the UK. However, the paper finds no significant relationship between board independence and firm value among US firms. Both board size and board busyness are found to be positively associated with firm value in the USA.
The paper finds strong support for resource dependence theory in the UK but limited support for agency theory in the USA.
This paper takes a multi-country approach to examining the impact of board structure on firm value.
This chapter provides a range of data that we broadly characterize as listening to preservice teachers’ perceptions and representations of teacher education programs. Our…
This chapter provides a range of data that we broadly characterize as listening to preservice teachers’ perceptions and representations of teacher education programs. Our first purpose is to illustrate the variety of ways in which it is possible to listen to those learning to teach and to illustrate the rich complexity of the replies we received. Our second purpose is to illustrate how these data have encouraged and sustained us in the development of our own teacher education practices, both in the university classroom and in practicum supervision in schools.