It is often assumed that firms have freedom of choice over their HR policies and practices, however, the networks within which they operate suggest that the HR practices themselves may be influenced by clients, suppliers, partners and other collaborators. This paper aims to examine the...

To date OR has no means of modelling, and therefore predicting the behaviour of knowledge in a system. Such knowledge bearing systems are ubiquitous, and include social networking structures (of increasing importance in politics and in marketing) and more conventional organisational structures...

Current approaches that position human capital as central to value generation in knowledge-based industries obscure the importance of the relational nature of knowledge production. That is, separable and embodied forms of capital are interdependent in value creation and capture processes. We...

Success in human resource management (HRM) depends on the question of whether applied practices of HRM meet specific contingency factors and are appropriately configured. Using this argument, the present article examines HRM in professional service firms (PSFs) in pursuit of three objectives....