Editorial: The Future of Writing and Reviewing for <i><scp>IJMR</scp></i>

Jones, Oswald; Gatrell, Caroline

doi:10.1111/ijmr.12038

Cited by 192 publications

(197 citation statements)

References 93 publications

(177 reference statements)

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“…Since digital search for articles has been introduced, literature reviews have turned to structured analytical reviews, where different review types contribute to knowledge development: evidence-based, meta-ethnography, meta-narrative, realist synthesis, and meta-analysis (see Jones & Gatrell, 2014). We would classify ours as a narrative review, based on informal mechanisms for organizing and analyzing the literature (Hammersley, 2001).…”

Section: Discussionmentioning

confidence: 99%

Electronic HRM: four decades of research on adoption and consequences

Bondarouk

Parry

Furtmueller

2016

The International Journal of Human Resource Management

256

186

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Despite the existence of a number of recent reviews of e-HRM research, we still lack a comprehensive understanding of the factors affecting the adoption and consequences of e-HRM. This paper therefore provides a review of four decades of research in this area with the aim to provide a summary and integrative framework as a basis for future research. We found that the factors affecting the adoption of e-HRM can be divided into three areas: technology; organization; and people -we refer to this as the 'TOP' framework. In line with we divide consequences into those that are operational, relational and transformational. We also found that there has been a shift both in the goals for e-HRM, from efficiency to improved HR service provision and the strategic reorientation of HR departments; but also that the type of consequences that the literature focuses on has also changed from operational effects, to relational and then transformational outcomes. The paper discussed these shifts in some detail, along with the implications for future research and practice.

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Section: Discussionmentioning

confidence: 99%

Electronic HRM: four decades of research on adoption and consequences

Bondarouk

Parry

Furtmueller

2016

The International Journal of Human Resource Management

256

186

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“…As demonstrated in Figure 2, the initial keyword combination search yielded 10,589 outputs in the previous stage, which were further filtered in this and subsequent stages in a process that incorporates the exclusion criteria established by the research protocol (Jones and Gatrell 2014). As demonstrated in Figure 2, the initial keyword combination search yielded 10,589 outputs in the previous stage, which were further filtered in this and subsequent stages in a process that incorporates the exclusion criteria established by the research protocol (Jones and Gatrell 2014).…”

Section: Methodsmentioning

confidence: 99%

Performance Measurement and Management Systems: A Perspective from Complexity Theory

Okwir

Nudurupati

Ginieis

et al. 2018

Int J Management Reviews

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Complexity negatively impacts the process of continually improving performance management systems (PMSs). The extant PMS literature considers complexity to be a result of the external environment rather than a user response to that environment. However, this paper argues that organizations generally face internal complexity when adopting PMSs. Introducing PMSs into an organization can have varied effects in those organizations based on the complexity of an organization's associated members and its interactions. This study aims to understand the emergence of complexities while implementing and using PMSs in organizations. From the complexity theory perspective, four system properties (ontological, teleological, genetic and functional) are used to understand complexity in PMSs. The paper builds on a systematic literature review consisting of 76 papers and analyses them in the light of exploring sources of complexity when implementing and using PMSs. From the outset, complexity is understood to be a result of the conflict between existing organizational practices and mechanisms and the organizational controls associated with PMSs. The key findings abstracted six sources of complexity in this study: role, task and procedural types of complexity associated with the social dimension, and methodological, analytical and technological types of complexity associated with the technical dimension. The study findings contribute to the current discussion regarding why PMSs typically lag and are not responsive and resilient in emerging contexts. While understanding and exploring all organizational controls that moderate a PMS is useful, organizations should construct the necessary capabilities, depending on their context and adapt to the changes associated with PMSs.

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“…Sample development followed standard procedures for literature reviews (Hoon, 2013;Jones & Gatrell, 2014;Tranfield et al, 2003). I first searched for the keywords 'disaster management', 'disaster response', 'emergency management' and 'emergency response' in the Google Scholar database (for a description of these key terms and their distinction from the related term 'crisis management' cf.…”

Section: Methodsmentioning

confidence: 99%

Organizing for the Big One: A Review of Case Studies and a Research Agenda for Multi‐Agency Disaster Response

Steigenberger

2016

Contingencies & Crisis Mgmt

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Disaster response operations require the cooperation of agencies that seldom interact in their daily operations. The result is a complex coordination problem, which has been in the focus of many case studies. In an effort to facilitate cross-case learning, this study presents a review of empirical studies on the multi-agency coordination of disaster response operations. The review covers 80 empirical studies and highlights the importance of training, expertise, planning and plan enactment, leadership and personal acquaintance between the actors in emergent multi-agency response networks. The analysis results also show that while some areas have received extensive coverage in scholarly publications (e.g., training, skills), a number of important topics have yet to be studied in sufficient depth (e.g., leadership and role taking, plan enactment). Based on these insights, a research agenda is proposed and a number of recommendations for practical disaster response management are made.

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Editorial: The Future of Writing and Reviewing for IJMR

Cited by 192 publications

References 93 publications

Electronic HRM: four decades of research on adoption and consequences

Electronic HRM: four decades of research on adoption and consequences

Performance Measurement and Management Systems: A Perspective from Complexity Theory

Organizing for the Big One: A Review of Case Studies and a Research Agenda for Multi‐Agency Disaster Response

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