HRM-5011 v3

Minbaeva, D. (2020). Disrupted HR? Human Resource Management.
This paper discusses the possible avenues for future research to bridge the research-practice gap on the topic of disruptions in human resources (HR). The focus is on three global mega-trends—the flexible workforce, the digitalization of business models, and artificial intelligence and machine learning—and examine their influence on the field of human resource management (HRM) in general and in the context of the Covid-19 pandemic.

Bonneton, D., Schworm, S. K., Festing, M., & Muratbekova-Touron, M. (2022). Do global talent management programs help to retain talent? A career-related framework. The International Journal of Human Resource Management, 33(2), 203–238.
This paper explores global talent management, a critical success factor for multinational corporations that invest heavily in attracting and retaining talent. The authors address this research gap by proposing a conceptual framework that links global talent management practices to talent retention in multinational corporations.

Jiang, C., & Yahiaoui, D. (2019). French multinational companies’ HRM in China: Strategic orientation and integration approaches. Asia Pacific Business Review, 25(1), 3–18.
This study discusses French companies' strategic orientation and integration approaches in implementing the headquarters-based human resource management (HRM) practices in their Chinese subsidiaries.

Jackson, N. C., & Dunn-Jensen, L. M. (2021). Leadership succession planning for today’s digital transformation economy: Key factors to build for competency and innovation. Business Horizons, 64(2), 273–284.
Digital transformation is rapidly changing the competitive landscape and the war on talent for today’s organizations. As part of this economy, organizations and their HR units must continuously reevaluate leadership structures and practices that exploit core competencies while allowing innovation (i.e., leadership ambidexterity) and incorporating big data with predictive analytics. This article provides insights and understanding of how HR executives can create better solutions around this problem.

Tadesse, W. M., & Jembere, M. W. (2020). Strategic HRM principles implementation & organizational performance: The case of Ethio Telecom. Indian Journal of Industrial Relations, 55(4), 636–652.
This study examines the interface between strategic human resource management principles implementation and organizational performance based on Ethio Telecom's managerial category employees' data.

Oppong, N. Y. (2023). The seven myths of global talent management: A reflection. Social Sciences & Humanities Open, 8(1).
This article explores the seven key myths of global talent management (GTM). The main data is complemented by a review of related literature. The aim is to offer critiques and alternative viewpoints to minimize the influence of these myths on GTM practices.

Lopez-Cabrales, A., & Valle-Cabrera, R. (2020). Sustainable HRM strategies and employment relationships as drivers of the triple bottom line. Human Resource Management Review, 30(3).
This paper aims to develop a conceptual framework capable of analyzing the contributions made by strategic human resources management (SHRM) to firm sustainability and competitiveness. It identifies and expands on how sustainable corporate strategies and the way in which coherent, sustainable HRM strategies support them.

Peretz, H. (2024). Sustainable human resource management and employees’ performance: The impact of national culture. Sustainability (2071-1050), 16(17), 7281
.This article investigates the impact of sustainable human resource management (SHRM) on employee performance, focusing on the mediating role of employee engagement and the moderating effect of national culture.

Barney, J. B. (Academic). (2016). Organizational capability [Video]. SAGE Knowledge.
Professor Jay Barney explains his experience with the organizational capability and strategic management for gaining competitive advantage. He discusses case studies in which organizational capabilities were and were not implemented correctly. He bases his discussion on well-known companies like GM, GE, Nissan.