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HRM and PerformanceAchieving Long Term Viability$
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Jaap Paauwe

Print publication date: 2004

Print ISBN-13: 9780199273904

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199273904.001.0001

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HRM and Strategy: Does It Matter?

HRM and Strategy: Does It Matter?

Chapter:
(p.8) (p.9) 2 HRM and Strategy: Does It Matter?
Source:
HRM and Performance
Author(s):

Jaap Paauwe

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199273904.003.0002

According to Delery and Doty, there are three different approaches to HRM — universalistic, configurational, and contingent. When considering these and the relatively confusing evidence that either reject or support these perspectives, the need arises to clarify whether strategy at both business and corporate levels matter. Also, in the context of the link between performance and HRM, it is important to note in what sense strategy matters. This chapter looks into the evolution of a wide variety of approaches in strategic management. As it examines the classic approaches, it also discusses the significance of environment, culture, politics, power, and other such integral elements to the concept of strategy.

Keywords:   business level, corporate level, performance, strategic management, strategy

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