Correlates of Substantive Policy Decisions in Organizations: The Case of Human Resource Management.

Dimick, David E.; Murray, Víctor

doi:10.2307/255703

Cited by 99 publications

(50 citation statements)

References 5 publications

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“…However, the availability of resources may not be sufficient for an SME to embrace an ODSC; what is needed is "resource slack." The resource slack of an organization refers to the excess resources an organization possesses that are not committed to an existing business operation and can be used in a discretionary manner (Dimick and Murray, 1978). Earlier studies (e.g., Bourgeois, 1981;Singh, 1986) have demonstrated that slack resources enable organizations to act more boldly and, thus, positively impact the organization's willingness to adopt and invest in risky innovations.…”

Section: Resource Slackmentioning

confidence: 99%

Decision Factors for the Adoption and Continued Use of Online Direct Sales Channels among SMEs

Troutt

Brandyberry³

et al. 2011

JAIS

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Section: Resource Slackmentioning

confidence: 99%

Decision Factors for the Adoption and Continued Use of Online Direct Sales Channels among SMEs

Troutt

Brandyberry³

et al. 2011

JAIS

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“…Organizational slack refers to "those resources, which an organization has acquired which are not committed to a necessary expenditure. In essence these are resources which can be used in a discretionary manner" (Dimick and Murray, 1978: 616). Nohria and Gulati (1996) argue that in the context of innovation some slack is needed to be innovative because slack allows for the pursuit of innovative projects associated with high levels of uncertainty but a potentially high pay-off.…”

mentioning

confidence: 99%

Keep searching and you'll find: what do we know about variety creation through firms' search activities for innovation?

Laursen

2012

Industrial and Corporate Change

240

176

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Abstract. This paper critically reviews and synthesizes the contributions found in theoretical and empirical studies of firm level innovation search processes. It explores the advantages and disadvantages of local and non-local search, discusses organizational responses, and identifies potential exogenous triggers for different kinds of search. It argues that the initial focus on local search was a consequence, in part, of the attention in evolutionary economics to path-dependent behavior, but that as localized behavior was increasingly accepted as the standard mode, studies began to question whether local search was the best solution in all cases. More recently, the literature has focused on the trade-offs being created, by firms having to balance local and nonlocal search. We account also for the apparent "variety paradox" in the stylized fact that organizations within the same industry tend to follow different search strategies, but end up with very similar technological profiles in fast-growing technologies. The paper concludes by highlighting what we have learnt from the literature and suggesting some new avenues for research.

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“…First group of studies confirms the influence of organizational characteristics like size, age, ownership (sector), type, presence of HR department, HR strategy, business strategy, structure, technology, life-cycle stage, developmental stage, R&D expenditures, numerical flexibility and education of employees upon HRM (Dimick and Murray, 1978;Jackson et al, 1989;Terpstra and Rozell, 1993;Valle et al, 1999;Cleland et al, 2000;Galang, 2004;Bacon and Hoque, 2005;Kotey and Slade 2005;Ercek, 2006;and Bartram et al, 2007). Numerous studies in the US have found positive relations between presence of an HR department and HRM practices (Galang and Ferris, 1997).…”

Section: Hrm and Organizational Characteristicsmentioning

confidence: 79%

“…Whereas, public-sector firms are owned, funded and controlled collectively by members of political communities at different levels of government (Bozeman, 1987). Research has shown the influence of ownership on HRM policies and practices (Dimick and Murray, 1978;Jackson et al, 1989;Lawler et al, 1995;Hsu and Leat, 2000;Thang and Quang, 2005;Ercek, 2006). 1970s, public-sector managers have been encouraged to emulate the workplace practices and policies of the private sector (Ferlie et al, 1996;Box, 1999).…”

Section: Hrm In Public and Private Sectormentioning

confidence: 99%

Does Ownership of Higher Education Institute Influence Its HRM Patterns? The Case of Pakistan

Qadeer¹,

Rehman²,

Ahmad³

et al. 2011

IJBM

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This paper compares HRM patterns -variables pertaining to HR department, HR strategy, integration, devolvement and organizational policies about long-term recruitment targets, monitoring of training effectiveness and means of communications -in public and private higher education institutes (HEIs) of Pakistan. Results of the survey from fifty-two HEIs show that public and private sector institutes are similar in most of their patterns of HRM. The significant difference of age and size has made no impact at all on structure, strategy and other characteristics of HRM. The centralized structure inherited from colonial period is prevailing especially in the public owned institutes. The presence of elite classes created during colonial period is resisting to any change. Private sector has shown a tremendous growth. Individuals or group of individuals representing the elite classes owns most of the private institutes. Therefore, the private institutes are not much different from the public one. There is resistance to HRM convergence in Pakistan and the high power distance culture is shaping many HRM policies and practices.

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Correlates of Substantive Policy Decisions in Organizations: The Case of Human Resource Management.

Cited by 99 publications

References 5 publications

Decision Factors for the Adoption and Continued Use of Online Direct Sales Channels among SMEs

Decision Factors for the Adoption and Continued Use of Online Direct Sales Channels among SMEs

Keep searching and you'll find: what do we know about variety creation through firms' search activities for innovation?

Does Ownership of Higher Education Institute Influence Its HRM Patterns? The Case of Pakistan

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