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17 作者：Schuler, R. S. 1986.

题目：Fostering and facilitating entrepreneurship in organizations: implications for organization structure and human resource practices.

出处：Human Resource Management, 25: 607-629.

18 作者：Schuler, R. S. and I. MacMillan. 1984. 题目：Gaining competitive advantage through human resource practices.

出处：Human Resource Management, 23: 241-256.

19 作者：Smith-Cook, D. and G. R. Ferries. 1986.

题目：Strategic human resource management and firm effectiveness in industries experiencing decline.

出处：Human Resource Management, 25: 441-458.

20 作者：Sonnenfeld, J. A. and M. A. Peiperl. 1988.

题目：Staffing police as a strategic response: a typology of career systems.

出处：Academy of Management Review, 13: 588-600.

21 作者：Sparrow, P. R. and A. M. Pettigrew. 1988.

题目：Strategic human resource management in the UK computer supplier industry.

出处：Journal of Occupational Psychology, 61: 25-42.

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关键词：求助文献 Organization entrepreneur Occupational Facilitating 求助 文献 奖励 英文 每篇

21 作者：Sparrow, P. R. and A. M. Pettigrew. 1988.

题目：Strategic human resource management in the UK computer supplier industry.

出处：Journal of Occupational Psychology, 61: 25-42.

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[求助]求助文献5篇（英文的，每篇我给40币奖励）
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18.Gaining competitive advantage through human resource management practices

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[求助]求助文献5篇（英文的，每篇我给100币奖励）

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20 作者：Sonnenfeld, J. A. and M. A. Peiperl. 1988.

题目：Staffing police as a strategic response: a typology of career systems.

[usemoney=50]

317613.pdf (402.08 KB)

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[求助]求助文献5篇（英文的，每篇我给100币奖励）

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[求助]求助文献5篇（英文的，每篇我给100币奖励）
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 部分内容预览

What distinguishes entrepreneurial from nonentrepreneurial firms
is the rate of new product introduction (innovation). This is not to
say that firms are either entrepreneurial or nonentrepreneurial, but
that the greater the rate of new product innovation, the more entrepreneurial
the firm (Kanter, 1985; Drucker, 1985). Other things
being equal, the greater the rate of product innovation, the greater
the level of effectiveness, particularly higher profitability and growth
as well as enhanced ability to survive and be competitive. Consequently,
organizations today consider entrepreneurship, or being
more entrepreneurial, a desired state of affairs. The question then
looms, "how to become more entrepreneurial?" This article breaks
•Support for this paper was provided by the NYU Center for Entrepreneurial
Studies and the Human Resource Planning Society. The author wishes to thank
Ian MacMillan and Susan Jackson for helpful comments and Joe Martocchio in
the preparation of an earlier draft of the manuscript.
Human Resource Management. Winter 1986, Vol. 25, Number 4, Pp. 607-629
© 1986 by John Wiley & Sons, Inc. CCC 0090-4848/86/040607-23$04.00

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[求助]求助文献5篇（英文的，每篇我给100币奖励）
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部分内容预览

Strategic Human Resource
Management and Firm
Effectiveness in Industries
Experiencing Decline*
Deborah Smith Cook
and Gerald R. Ferris
Unstable economic conditions, in conjunction with other external and internal influences,
have prompted attempts to understand the nature of organizational decline. While
a number of issues have been carefully considered in recent theory and research, little
effort has been made to consider the implications of human resource management practices
for firms in declining industries. The present study examined human resource practices in
three industries that experienced decline, and investigated the relationship of organizational
performance with effective human resource management.
Awareness that the strategic management of human resources can be
an effective mechanism for coping with environmental change has
grown in the past few years (Alpander, 1982; Devanna et al. 1981; Dyer,
1983; Miles and Snow, 1984; Tichy and Barnett, 1985). Organizations
that link their strategic planning with human resource needs likely perform
better than organizations that fail to recognize the importance of
this asset.
When organizations operate in industries with lower economic returns,
the effective use of all organizational resources becomes critical.
Yet, the strategic use of human resources is typically an afterthought in
most turnaround strategies. Ferris et al. (1984) argued that human resource
strategies should vary according to the conditions of decline. In
this exploratory study, high and low performing firms in three declining
industries were examined for differences in their use of their human
resources.
STRATEGIC HUMAN RESOURCE PRACTICES
Traditional management thought has neglected human resources as a
strategic asset to be managed as effectively as financial and technological
assets. To remedy this oversight, academicians and practitioners began
* This study was supported by a grant from the American Society for Personnel
Administration.
Human Resource Management, Fall 1986, Vol. 25, Number 3, Pp. 441-458
© 1986 by John Wiley & Sons, Inc. CCC 0090-4848/86/030441-18$04.00
to identify ways in which human resources could be viewed strategically