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Disappearing Between the Cracks: HRM in Permeable Organisations.

Kelliher, Clare, Truss, Catherine, Hope-Hailey, Veronica (2004) Disappearing Between the Cracks: HRM in Permeable Organisations. Management Revue, 15 (3). pp. 305-323. ISSN 0935-9915. (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:25680)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided.

Abstract

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 forms and more permeable

boundaries may mean that employees working for one organisation are influenced by

the HR policies and practices of another. This paper presents evidence from two such

case studies, representing different forms of inter-organisational relationship. The implications

for the HR function are discussed and it is argued that traditional conceptions

of HRM are inadequate to encompass these developments.

Item Type: Article
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Divisions > Kent Business School - Division > Kent Business School (do not use)
Depositing User: J. Ziya
Date Deposited: 30 Sep 2010 10:46 UTC
Last Modified: 16 Nov 2021 10:04 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/25680 (The current URI for this page, for reference purposes)
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