Significant progress has been made linking innovative human resource (HR) practices such as systems of high performance work practices (HPWPs) to organisational performance. However, evidence would suggest that the rate of adoption of these and other types of HRM innovations is minimal. It was...

A criticism often levelled at poor HR practice is that practitioners "don’t know the business" or are "isolated in their ivory towers". However the diverse nature of the roles played by HR practitioners naturally leads to the development of networks not only within the organisation, but...

Knowledge is a powerful organisational asset yet intangible and hard to manage, particularly in a project environment where there is a tendency to repeat the same mistakes rather than learn from previous project lessons. A lack of effective knowledge sharing across projects causes reinventions...

The delivery of human services occurs through a complex and often volatile system characterised by both competing and cooperating efforts. A recent strategic intention of government has been to integrate disparate service providers and programs into a more effective and efficient system using...