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020 _a9781784411299 (electronic bk.) :
_c£72.95 ; É97.95 ; $124.95
040 _aUtOrBLW
050 4 _aHF5549
_b.H86 2014
072 7 _aKJ
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072 7 _aBUS030000
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080 _a658.3
082 0 4 _a658.3
_223
245 0 0 _aHuman resource management, social innovation and technology
_h[electronic resource] /
_cedited by Tanya Bondarouk, Miguel R. Olivas-Luján.
260 _aBingley, U.K. :
_bEmerald,
_c2014.
300 _a1 online resource (xxii, 215 p.)
490 1 _aAdvanced series in management,
_x1877-6361 ;
_vv. 14
505 0 _aThe mediating role of trust and social cohesion on the effects of new ways of working : a Dutch case-study / Jan De Leede, Jorien Kraijenbrink -- Social innovation through information provision / Diana Limburg -- Principles to guide employees to next level innovation cycles : how organisations can develop new sustainable business? / André Nijhof, Victor Paashuis -- Employability and social innovation : the importance of and interplay between transformational leadership and personality / Claudia M. Van der Heijde, Beatrice I.J.M. Van der Heijden -- Firm-level creative capital and the role of external labour / André Veenendaal, Marina Kearney -- Innovating HRM implementation : the influence of organisational contingencies on the HRM role of line managers / Anna Bos-Nehles, Maarten van Riemsdijk -- Practicing social innovation : enactment of the employee-organization relationship by employees / Jeroen Meijerink -- Global talent management in MNCs in the digital age : conceptualizing the GTM-ICT relationship / Huub J.M. Ruël, Christina Lake -- HRM, technology and innovation : new HRM competences for old business challenges? / Tanya Bondarouk, Eline Marsman, Marc Rekers.
520 _aThis volume places social innovation between human resource management (HRM) and technology. There is a growing acceptance of the theory that HRM is strategically important for social innovation within organizations. To meet the requirements of globalization, diversity, "war for talent", and fast technological developments, HRM should allow a greater amount of flexibility and innovation in their policies and practices. In order for this to happen, however, HRM needs to be modernised by replacing inefficient and unsustainable HR practices and forms with flexible, sound, and pioneering ones, crossing inter- and intra-organizational boundaries. Built within the Social Innovation research tradition, this volume views innovation of HRM from two ends of one continuum: At one end, HR practices and policies should be designed to support innovative organizational members, the creation of new ideas, an innovative organizational climate, and enlargement of the innovation capacity of organizations. At the other end, the HRM function evolves through applying new structures and new channels for delivery of the HR practices, and through involving new agents in the management of Human Resources.
588 0 _aPrint version record
650 7 _aBusiness & Economics
_xGeneral.
_2bisacsh
650 7 _aBusiness & Economics
_xHuman Resources & Personnel Management.
_2bisacsh
650 7 _aBusiness & Economics
_xEntrepreneurship.
_2bisacsh
650 7 _aBusiness & management.
_2bicssc
650 7 _aPersonnel & human resources management.
_2bicssc
650 7 _aOrganizational theory & behaviour.
_2bicssc
650 0 _aPersonnel management
_xSocial aspects.
700 1 _aBondarouk, Tanya,
_d1967-
700 1 _aOlivas-Lujan, Miguel R.
776 1 _z9781784411305
830 0 _aAdvanced series in management ;
_vv. 14.
856 4 0 _uhttps://www.emerald.com/insight/publication/doi/10.1108/S1877-6361201414
999 _c30799
_d30799