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dc.contributor.authorMathew, Jossy
dc.contributor.authorSrinivasan, Vasanthi
dc.contributor.authorGooderham, Paul
dc.contributor.authorCroucher, Richard
dc.date.accessioned2013-12-03T09:38:49Z
dc.date.available2013-12-03T09:38:49Z
dc.date.copyright2013-12-12
dc.date.issued2013
dc.identifier.citation3rd Biennial Conference of the Indian Academy of Management (IAM), 2013 held at IIMA during 12-14 December, 2013en_US
dc.identifier.isbn9788192080024
dc.identifier.urihttp://hdl.handle.net/11718/11532
dc.description.abstractThe dominant conceptualization of SHRM is unitarist and assumes intra organizational homogeneity of practices. It has been argued that HRM implementation is likely to differ in parts of the same organization. We use four projects within a single organization in the software services industry in India as case studies to test our arguments. The findings indicate that HRM configurations at the project level are emergent, often opportunistic and are shaped by both the HRM systems of the firm, the project contingencies and managerial behaviours of the project managers. The co-existence of different configurations within an organization challenges the dominant paradigm and raises questions on how organizations manage the divergence within.en_US
dc.language.isoenen_US
dc.publisherIndian Institute of Management, Ahmedabaden_US
dc.subjectHRM configurationsen_US
dc.subjectProject organizationsen_US
dc.subjectsoftware services industryen_US
dc.subjectIndiaen_US
dc.titleHRM Configurations In Project Based Organizationsen_US
dc.typeArticleen_US


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