Disappearing between the cracks: HRM in permeable organisations

Kelliher, Clare, Truss, Catherine and Hope-Hailey, Veronica (2004) Disappearing between the cracks: HRM in permeable organisations. Management Revue: The International Review of Management Studies, 15 (3). pp. 305-323. ISSN 0935-9915

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Abstract

This paper is concerned with examining the implications of inter-organisational relationships for human resource management (HRM). To date much of the literature on human resource management has been inwardly focussed on the organisation and its employees. Yet increasingly complex organisational forms and more permeable boundaries may mean that employees working for one organisation are influenced by the HR policies and practices of another. This paper presents evidence from two such case studies, representing different forms of inter-organisational relationship. The implications for the HR function are discussed and it is argued that traditional conceptions of HRM are inadequate to encompass these developments.

Item Type: Article
Schools and Departments: School of Business, Management and Economics > Business and Management
Subjects: H Social Sciences > H Social Sciences (General)
Depositing User: Joy Blake
Date Deposited: 30 Sep 2010 10:46
Last Modified: 20 Mar 2017 12:46
URI: http://sro.sussex.ac.uk/id/eprint/47971

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