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...

Managers perform unseen yet significant emotion work as part of their role, particularly in a change context. The suppression or expression of emotion by managers is no accident, but influenced by the over-rational portrayal of change processes. Our study uses longitudinal data to explore the...

This article examines the outcomes of implementing functional flexibility for employers and employees. The use of functional flexibility is normally associated with improving efficiency. However the findings reported here, drawn from four case studies, show evidence of positive outcomes for both...

Drawing from the talent management and global mobility literatures, there is simultaneous pressure to address both organizational goals to place talent internationally, and individual goals of self-initiated expatriation. This raises important questions for the future of global talent management...

The status of the Personnel function is subject to an ongoing debate in which attention has largely shifted from department to individual practitioner level. There remains, however, significant functional power in organisational structures, particularly in more institutionalised contexts. Aimed...

We currently know little of the role of the corporate human resource (HR) function in multinational corporations regarding global talent management (GTM). GTM is explored here from two perspectives: increasing global competition for talent, and new forms of international mobility. The first...