bibliografia - universidade do minho · pdf filebibliografia accenture (2001) ... towards a...

22
369 Bibliografia Accenture (2001). 2001 News Archive, disponível em http://www.accenture.com, acedido em Março de 2002 Accenture (2002). Credenciais Accenture, documento interno Allan, P. & Sienko, S. (1997). A comparison of contingent and core workers perceptions of their jobs characteristics and motivational properties, SAM Advanced Management Journal, 62 (2): 4-24 Allen, J. & Henry, N. (1996). Contract service work and the shift towards precarious employment, in R. Crompton, D. Gallie & K. Purcell (eds.). Changing forms of employment organisations, skills and gender, London: Routledge, pp. 65-82 Allen, N. J. & Meyer, J. P. (1990). Organizational Socialization Tactics: a Longitudinal Analysis of Links to Newcomers Commitment and Role Orientation, Academy of Management Journal, 33 (4): 847-858 Allen, R. S. & Helms, M. M. (2001). Reward practices and organizational performance, Compensation and Benefits Review, 33 (4): 74-80 Alvesson, M. (2000). Social identity and the problem of loyalty in knowledge-intensive companies, Journal of Management Studies, 37 (8): 1101-1123 Amorim, C. & Kipping, M. (1999). Selling consultancy services: the Portuguese case in historical and comparative perspective, Business and Economic History, 28 (2): 45-56 Andersen (2002). Os nossos serviços, disponível em http://www.andersen.com, acedido em Abril de 2002 Armstrong, M. (1987). Human resource management: a case of the emperor s new clothes?, Personnel Management, 19 (8): 30-5 Arnold, J. (1997). Managing careers into the 21st century, London: Paul Chapman Publishing Arrowsmith, J. & McGoldrick, A. E. (1997). A flexible future for older workers?, Personnel Review, 26 (4): 258-273 Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover, Academy of Management Journal, 37 (3): 670-687 Arthur, M. B. & Rousseau, D. M. (1996a) (eds). The boundaryless career, New York: Oxford University Press Ashforfh, B. E. & Saks, A. M. (1996). Socialization Tactics: Longitudinal Effects on Newcomer Adjustment, Academy of Management Journal, 39 (1): 149-178 Ashton, D. & Felstead, A. (1995). Training and development, in J. Storey (ed.). Human Resource management: a critical text. London: Thomson Business Press, pp. 234-253. Atkinson, J. (1984). Manpower strategies for flexible organisations, Personnel Management, 16 (8): 28-31

Upload: ngothien

Post on 13-Mar-2018

215 views

Category:

Documents


3 download

TRANSCRIPT

369

Bibliografia

Accenture (2001). 2001 News Archive, disponível em http://www.accenture.com, acedido em Março

de 2002

Accenture (2002). Credenciais Accenture, documento interno

Allan, P. & Sienko, S. (1997). A comparison of contingent and core workers perceptions of their jobs characteristics and motivational properties, SAM Advanced Management Journal, 62 (2): 4-24

Allen, J. & Henry, N. (1996). Contract service work and the shift towards precarious employment, in R. Crompton, D. Gallie & K. Purcell (eds.). Changing forms of employment

organisations, skills and gender, London: Routledge, pp. 65-82

Allen, N. J. & Meyer, J. P. (1990). Organizational Socialization Tactics: a Longitudinal Analysis of Links to Newcomers Commitment and Role Orientation, Academy of Management Journal, 33 (4): 847-858

Allen, R. S. & Helms, M. M. (2001). Reward practices and organizational performance, Compensation and Benefits Review, 33 (4): 74-80

Alvesson, M. (2000). Social identity and the problem of loyalty in knowledge-intensive companies, Journal of Management Studies, 37 (8): 1101-1123

Amorim, C. & Kipping, M. (1999). Selling consultancy services: the Portuguese case in historical and comparative perspective, Business and Economic History, 28 (2): 45-56

Andersen (2002). Os nossos serviços, disponível em http://www.andersen.com, acedido em Abril de 2002

Armstrong, M. (1987). Human resource management: a case of the emperor s new clothes?, Personnel Management, 19 (8): 30-5

Arnold, J. (1997). Managing careers into the 21st century, London: Paul Chapman Publishing

Arrowsmith, J. & McGoldrick, A. E. (1997). A flexible future for older workers?, Personnel Review, 26 (4): 258-273

Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover, Academy of Management Journal, 37 (3): 670-687

Arthur, M. B. & Rousseau, D. M. (1996a) (eds). The boundaryless career, New York: Oxford University Press

Ashforfh, B. E. & Saks, A. M. (1996). Socialization Tactics: Longitudinal Effects on Newcomer Adjustment, Academy of Management Journal, 39 (1): 149-178

Ashton, D. & Felstead, A. (1995). Training and development, in J. Storey (ed.). Human Resource management: a critical text. London: Thomson Business Press, pp. 234-253.

Atkinson, J. (1984). Manpower strategies for flexible organisations, Personnel Management, 16 (8): 28-31

370

Atkinson, J. (1987). Flexibility or fragmentation? The United Kingdom labour market in the eighties,

Labour & Society, 12 (1): 87-105

Atkinson, J. & Gregory, D. (1986). A flexible future: Britain s dual labour force, Marxism Today, April: 12-17

Baden-Fuller, C. & Bateson, J. (1990). Promotion strategies for hierarchically organised professional service firms: is up or out always the best?, International Journal of Service Industry Management, 1 (3): 62-78

Baird, L. & Meshoulam, I. (1988). Managing two fits of Strategic Human Resource Management, Academy of Management Review, 13 (1): 116-128

Bamber, G. J.; Ross, P. & Whitehouse, G. (1998). Employment relations and labour market indicators in ten industrialized market economies: comparative statistics, International Journal of Human Resource Management, 9 (2): 401-435

Barney, J. B. (1991). Firm resources and sustained competitive advantage, Journal of Management, 17 (1): 99-120

Barney, J. B. (1995). Looking inside for competitive advantage, Academy of Management Executive, 9 (4): 49-61

Baron, J. N. & Bielby, W. T. (1980). Bringing the firms back in: stratification, segmentation, and the organization of work, American Sociological Review, 45: 737-765

Bartlett, C. A. & Ghoshal, S. (1993). Beyond the M-form: towards a managerial theory of the firm, Strategic Management Journal, 14(1): 23-46

Beaumont, P. B. (1992). The US human resource management literature: a review, in G. Salaman (ed.) Human Resource Strategies, London: Open University/Sage, pp. 21-37

Beaumont, P. B. (1993). Human Resource Management: key concepts and skills, London: Sage Publications

Becker, B. & Gerhart, B. (1996). The impact of human resource management on organizational performance: progress and prospects, Academy of Management Journal, 39 (4): 779-801

Beer, M.; Spector, B.; Lawrence, P. R.; Mills, D. Q. & Walton, R. E. (1999). Managing Human Assets, chapter 2, in M. Poole (ed.). Human Resource Management: critical perspectives on business and management, London: Routledge, p. 30-51

Berry, A. & Oakley, K. (1993). Consultancies: agencies of organizational development, part I, Leadership and Organizational Development Journal, 14 (5): 12-19

Beyers, W. B. & Lindahl, D. P. (1999). Workplace flexibilities in the producer services, The Service Industries Journal, 19 (1): 35-60

Beynon, H.; Grimshaw, D.; Rubery, J. & Ward, K. (2002). Managing employment change: the new realities of work, Oxford: Oxford University Press

Bird, A. & Beechler, S. (1995). Links between business strategy and human resource management strategy in U.S.-based Japanese subsidiaries: an empirical investigation, Journal of International Business Studies, 26 (1): 23-46

371

Black, B. (1999). National culture and labour-market flexibility, International Journal of Human

Resource Management, 10 (4): 592-605

Blyton, P. (1992). Flexible times? Recent developments in temporal flexibility, Industrial Relations Journal, 23 (1): 26-36

Blyton, P. & Martinez-Lúcio, M. (1995). Industrial relations and the management of flexibility: factors shaping developments in Spain and the United Kingdom, International Journal of Human Resource Management, 6 (2): 271-291

Blyton, P. & Morris, J. (1992). HRM and the limits of flexibility, in P. Blyton & P. Turnbull (eds.): Reassessing Human Resource Management, London & Thousand Oaks: Sage Publications, pp. 116-130.

Blyton, P. & Turnbull, P. (1992). HRM: debates, dilemmas and contradictions, in P. Blyton & P. Turnbull (eds.). Reassessing Human Resource Management, London & Thousand Oaks: Sage Publications, pp. 1-15

Boxall, P. (1993). The significance of human resource management: a reconsideration of the evidence, International Journal of Human Resource Management, 4 (3): 645-63

Boxall, P. (1994). Placing HR strategy at the heart of business success, Personnel Management, 26 (7): 32-35

Boxall, P. (1996). The strategic HRM debate and the resource-based view of the firm, Human Resource Management Journal, 6 (3): 59-75

Boxall, P. & Purcell, J. (2000). Strategic human resource management: where have we come from and where should we be going?, International Journal of Management Reviews, 2 (2): 183-203

Boxall, P. & Steeneveld, M. (1999). Human resource strategy and competitive advantage: a longitudinal study of engineering consultancies, Journal of Management Studies, 36 (4): 443-463

Bratton, J. & Gold, J. (1999). Human Resource Management: theory and practice. London: MacMillan Press Ltd.

Bretz, R. D. & Judge, T. A. (1994). Person-Organization Fit and the Theory of Work Adjustment: Implications for Satisfaction, Tenure, and Career Success, Journal of Vocational Behavior, 44 (1): 32-54

Brewster, C. (1995a). Towards a European model of human resource management, Journal of International Business Studies, 26 (1): 1-21

Brewster, C. (1995b). HRM: the European dimension, in J. Storey (ed.). Human Resource management: a critical text. London: Thomson Business Press, pp. 309-331

Brewster, C. (1998). Flexible working in Europe, in P. Sparrow & M. Marchington (eds). Human Resource Management

The New Agenda, London: Financial Times/Pitman Publishing, pp. 245-258.

Brewster, C. & Bournois, F. (1991). Human resource management: a European perspective, Personnel Review, 20 (6): 4-13

372

Brewster, C.; Mayne, L. & Tregaskis, O. (1997). Flexible working in Europe, Journal of World

Business, 32 (2): 133-151

Brewster, C. & Tregaskis, O. (2001). Adaptive, reactive and inclusive organisational approaches to workforce flexibility in Europe, Comportamento Organizacional e Gestão, 7 (2): 209-232

Bridges, W. (1995). Jobshift: how to prosper in a workplace without jobs, London: Allen & Unwin

Brown, R. K. (1997a). Introduction: work and employment in the 1990 s, in R. K. Brown (ed.). The Changing Shape of Work, London: Macmillan Press Ltd., pp. 1-19

Brown, R. K. (1997b). Flexibility and security: contradictions in the contemporary labour market, in R. K. Brown (ed.). The Changing Shape of Work, London: Macmillan Press Ltd., pp. 69-86.

Bucki, J. & Pesqueux, Y. (2000). Flexible workshop: about the concept of flexibility, International Journal of Agile Management Systems, 2 (1): 62-70

Burchell, B.; Elliot, J. & Rubery, J. (1994). Perceptions of the labour market: an investigation of differences by gender and by working-time, in J. Rubery & F. Wilkinson (eds). Employer strategy and the labour market, Oxford: Oxford University Press, pp. 298-325

Cable, D. M. & Judge, T. A. (1994). Pay Preferences and Job Search Decisions: a Person-Organization Fit Perspective, Personnel Psychology, 47: 317-348

Cappelli, P.; Bassi, L.; Katz, H.; Knoke, D.; Osterman, P. & Useem, M. (1997). Change at work, New York: Oxford University Press

CGEY (2000a). Annual Report, Paris: Cap Gemini Ernst & Young

CGEY (2001b). Financial Report, Paris: Cap Gemini Ernst & Young

CGEY (2003a). Serviços, disponível em www.pt.cgey.com, acedido em Setembro de 2003

CGEY (2003b). Sectores, disponível em www.pt.cgey.com, acedido em Setembro de 2003

Chang, P-L. & Chen, W-L. (2002). The effect of human resource management practices on firm performance: empirical evidence from high-tech firms in Taiwan, International Journal of Management, 19 (4): 622-631

Chatman, J. A. (1991). Matching People and Organizations: Selection and Socialization in Public Accounting Firms, Administrative Science Quarterly, 36 (3): 459-484

Clark, I. (1993). HRM: Prescription, Description and Concept, Personnel Review, 22(4):17-34

Clark, I. (1999). Corporate human resources and bottom line financial performance, Personnel Review, 28 (4): 290-306

Clark, J. (1993a). Personnel Management, Human Resource Management and Technical Change, in Clark, J. (ed). Human Resource Management and Technical Change, London: Sage Publications, pp. 1-19

Clark, J. (1993b). Full flexibility and self-supervision in an automated factory, in Clark, J. (ed). Human Resource Management and Technical Change, London: Sage Publications, pp. 116-136

373

Clark, J. (1993c). Managing people in a time of technical change: conclusions and implications, in J.

Clark, (ed). Human Resource Management and Technical Change, London: Sage Publications, pp. 212-222

Clark, T. & Salaman, G. (1998). Creating the right impression: towards a dramaturgy of management consultancy, Service Industries Journal, 18 (1): 18-38

Clark, T.; Mabey, C. & Skinner, D. (1998). Experiencing HRM: the importance of the inside storey, in C. Mabey, D. Skinner & T. Clark (eds). Experiencing Human Resource Management, London: Sage, pp. 1-13

Coff, R. W. (1997). Human assets and management dilemmas: coping with hazards on the road to resource-based theory, Academy of Management Review, 22 (2): 373-402

Cohen, W. A. (1993). How to make it big as a consultant, New York: Amacom

Coupar, W. & Stevens, B. (1998). Towards a new model of industrial partnership, in P. Sparrow & M. Marchington (eds). Human Resource Management

The New Agenda, London: Financial Times/Pitman Publishing, pp. 145-159

Creagh , M. & Brewster, C. (1998). Identifying good practice in flexible working, Employee Relations, 20 (5): 490- 503

Croucher, R. & Brewster, C. (1998). Flexible working practices and the trade unions, Employee Relations, 20 (5): 443-452

Cunha, M. P.; Rego, A.; Cunha, R. C & Cabral-Cardoso, C. (2003). Manual de Comportamento Organizacional e Gestão, Lisboa: RH Editora.

Czerniawska, F. (2002). Management Consulting What Next?, Basingstoke: Palgrave

Dastmalchian, A. & Blyton, P. (2001). Workplace flexibility and the changing nature of work: an introduction, Canadian Journal of Administrative Sciences, 18 (1): 1-4

Davis, D. D. (1995). Form, function, and strategy in boundaryless organizations, in A. Howard (ed.) The changing nature of work, San Francisco: Jossey-Bass Publishers, pp. 112-138

Davis-Blake, A. & Uzzi, B. (1993). Determinants of employment externalization: a study of temporary workers and independent contractors, Administrative Science Quarterly, 38 (2): 195-223

Dawson, P. & Webb, J. (1989). New production arrangements: the totally flexible cage?, Work, Employment & Society, 3 (2): 221-38

De Grip, A.; Hoevenberg, J. & Willems, E. (1997). Atypical employment in the European Union, International Labour Review, 136 (1): 49-71

Debrah, Y. A. & Ofori, G. (1997). Flexibility, labour subcontracting and HRM in the construction industry in Singapore: can the system be refined?, International Journal of Human Resource Management, 8 (5): 690-709

Deery, S.; Walsh, J. & Knox, A. (2001). The non-union workplace in Australia: bleak house or human resource innovator?, International Journal of Human Resource Management, 12 (4): 669-883

Defillippi, R. J, & Arthur, M. B. (1994). The boundaryless career: a competency-based perspective, Journal of Organizational Behavior, 15 (4): 307-324

374

Delaney, J. T. & Huselid, M. A. (1996). The impact of Human Resource Management practices on

perceptions of organizational performance, Academy of Management Journal, 39 (4): 949-969

Delbridge, R. & Turnbull, P. (1992). Human resource maximization: the management of labour under Just-in-Time manufacturing systems, in P. Blyton & P. Turnbull (eds.). Reassessing Human Resource Management, London & Thousand Oaks: Sage Publications, pp. 56-73

Delery, J. E. & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: tests of universalistic, contingency, and configurational performance predictions, Academy of Management Journal, 39 (4): 802-835

Devanna, M. A.; Fombrun, C. J. & Tichy, N. M. (1999). A framework for strategic human resource management, in in M. Poole (ed.). Human Resource Management: critical perspectives on business and management, London: Routledge, pp. 52-69

Doorewaard, H. & Meihuizen, H. E. (2000). Strategic performance options in professional service organisations, Human Resource Management Journal, 10 (2): 39-57

Dyer, L. & Reeves, T. (1995). Human resource strategies and firm performance: what do we know and where do we need to go?, International Journal of Human Resource Management, 6 (3): 656-670

Edwards, P. & Wright, M. (2001). High-involvement work systems and performance outcomes: the strenght of variable, contingent and context-bound relationships, International Journal of Human Resource Management, 12 (4): 568-585

Edwards, T. (1998). Multinationals, labour management and the process of reverse diffusion: a case study, International Journal of Human Resource Management, 9 (4): 696-709

Eisenhardt, K. M. (1989). Building theories from case study research, Academy of Management Review, 14 (4): 532-550

Emmot, M. & Hutchinson, S. (1998). Employment flexibility: threat or promise?, in P. Sparrow & M. Marchington (eds). Human Resource Management

The New Agenda, London: Financial Times/Pitman Publishing, pp. 229-244

Ernst & Young (2003). A nossa história, disponível em www.eyi.com, acedido em Março de 2003

European Commission (1998). New forms of work organisation: case studies, Employment & Social Affairs, Brussel: European Commission

European Commission (1999). Employment in Europe 1999, Brussel: European Commission

European Foundation for the Improvement of Living and Working Conditions (1994). New forms of work and activity: Survey of experience at establishment level in eight European countries, Dublin: EFILWC

European Foundation for the Improvement of Living and Working Conditions (1997). New forms of work organisation: can Europe realise its potential? Dublin: EFILWC

Ezzamel, M.; Lilley, S.; Wilkinson, A. & Willmott, H. (1996). Practices and practicalities in human resource management, Human Resource Management Journal, 6 (1): 63-81

Farnham, D. (1997). Employment flexibilities in western European public services: an international symposium, Review of Public Personnel Management, 18(2): 5-17

375

Fay, C. H. & Thompson, M. A. (2001). Contextual determinants of reward systems success: an

exploratory study, Human Resource Management, 40 (3): 213-226

Feldman, D. C. (1995). Managing part-time and temporary employment relationships

individual

needs and organizational demands, in M. London (ed.). Employees, careers, and job creation: developing growth-oriented human resource strategies and programs, S. Francisco: Jossey-Bass, pp. 121-141

Felstead, A. & Jewson, N. (1999). Flexible labour and non-standard employment: an agenda of issues, in A. Felstead & N. Jewson (eds). Global trends in flexible labour, London: Macmillan Business, pp. 1-20

Ferber, M. & Waldfogel, J. (1998). The long-term consequences of non-traditional employment, Monthly Labor Review, 121 (5): 3-12

Ferner, A. (2000). The underpinnings of bureaucratic control systems: HRM in European Multinationals, Journal of Management Studies, 37 (4): 521-539

Ferris & Judge (1991). Personnel/Human Resource Management: a political influence perspective, Journal of Management, 17 (2): 447-488

Fincham, R. (1999). The consultant-client relationship: critical perspectives on the management of organisational change, Journal of Management Studies, 36 (3): 335-351

Fletcher, J. K. & Bailyn, L. (1996). Challenging the last boundary: reconnecting work and family, in M. B. Arthur & D. M. Rousseau (eds). The boundaryless career, New York: Oxford University Press, pp. 256-267

Foulkes, F. K. (1980). Personnel Policies in Large Nonunion Companies, New Jersey: Prentice-Hall

Friedrich, A.; Kabst, R.; Weber, W. & Rodehuth, M. (1998). Functional flexibility: merely reacting or acting strategically?, Employee Relations, 20 (5): 504- 523

Fritz, M. B. W.; Narasimhan, S. & Rhee, H-S. (1996). The impact of remote work on informal organisational communication, artigo apresentado no Telecommute 96, disponível em http://blaze.cba.uga.edu/management/rwatson/tc96/papers/

Gallie, D. (1996). Skill, gender and the quality of employment, in R. Crompton. D. Gallie & K. Purcell (eds). Changing forms of employment

Organisations, skills and gender, London: Routledge, pp. 133-159

Gallie, D.; Felstead, A. & Green, F. (2001). Employer policies and organisational commitment in Britain 1992- 97, Journal of Management Studies, 38 (8): 1081-1101

Gallie, D. & White, M. (1994). Employer policies, employee contracts, and labour-market structure, in J. Rubery & F. Wilkinson (eds). Employer strategy and the labour market, Oxford: Oxford University Press , pp. 69-110.

Gardner, E. (2001). The Big 5, Upside, 13 (6): 101-105

Gasteen, A. & Sewell, J. (1994). The Aberdeen offshore oil industry: core and periphery, in J. Rubery & F. Wilkinson (eds). Employer strategy and the labour market, Oxford: Oxford University Press, pp. 226-260

376

Geary, J. F. (1992). Employment flexibility and human resource management: the case of three

American electronic plants, Work, Employment and Society, 6 (2): 251-70

Glaser, B. & Strauss, A. (1967). The Discovery of Grounded Theory

Strategies for Qualitative

Research, London: Weiderfeld and Nicolson

Gooderham, P. N. & Nordhaug, O. (1997). Flexibility in Norwegian and UK firms: competitive pressure and institutional embeddedness, Employee Relations, 19 (6): 568-580

Gottlieb, B. H.; Kelloway, E. K. & Barham, E. J. (1998). Flexible work arrangements: managing the work-family boundary, Chichester: John Wiley & Sons

Goulding, C. (1998). Grounded Theory: the missing methodology on the interpretivist agenda, Qualitative Market Research, 1 (1): 50-57

Gowen, C. R. & Tallon, W. J. (2003). Enhancing supply chain practices through human resource management, The Journal of Management Development, 22 (1/2): 32-44

Grant, D. (1991). The resource-based theory of competitive advantage: implications for strategy formulation, California Management Review, 33 (3): 114-135

Guest, D. (1987). Human Resource Management and Industrial Relations, Journal of Management Studies, 24 (5): 503-21

Guest, D. (1989a). Personnel and HRM: can you tell the difference?, Personnel Management, 21 (1) : 48-51

Guest, D. (1989b). Human resource management: its implications for industrial relations and trade unions, in J. Storey (ed.). New Perspectives on Human Resource Management, London: Routledge, pp. 41-55

Guest, D. (1990). Human Resource Management and the American Dream, Journal of Management Studies, 27 (4): 377-97

Guest, D. (1991). Personnel Management: the end of orthodoxy?, British Journal of Industrial Relations, 29 (2): 149-175

Guest, D. (1995). HRM and trade unions, in J. Storey (ed.). Human Resource management: a critical text. London: Thomson Business Press, pp. 110-141

Guest, D. (1997a). Human resource management and performance: a review and research agenda, International Journal of Human Resource Management, 8 (3): 263-276

Guest, D. (1997b). Towards jobs and justice in Europe: a research agenda, Industrial Relations Journal, 20 (4): 344-352

Guest, D. (1998). Beyond HRM: commitment and the contract culture, in P. Sparrow & M. Marchington (eds). Human Resource Management

The New Agenda, London: Financial Times/Pitman Publishing, pp. 37-51

Guest, D. (1999). Human resource management: the workers verdict, Human Resource Management Journal, 9 (3): 5-25

377

Guest, D. (2000). Management and the insecure workforce

the search for a new psychological

contract, in E. Heery & J. Salmon (eds). The Insecure Workforce, London: Routledge, pp. 140-154

Gummesson, E. (1991). Qualitative methods in management research, Newbury Park: Sage Publications

Gunnigle, P.; Brewster, C. & Morley, M. (1994). Continuity and change in European industrial relations: evidence from a 14-country survey, Personnel Review, 23 (3): 4-20

Gunnigle, P. & Moore, S. (1994). Linking business strategy and Human Resource Management: issues and implications, Personnel Review, 23 (1): 64-84

Gunnigle, P.; Turner, T. & Morley, M. (1998). Strategic integration and employee relations: the impact of managerial styles, Employee Relations, 20 (2):115-131

Hage, J. (1995). Post-industrial lives

new demands, new prescriptions, in A. Howard (ed.). The changing nature of work, San Francisco: Jossey-Bass Publishers, pp. 485-512

Hakim, C. (1990). Core and periphery in employers workforce strategies: evidence from the 1987 E.L.U.S survey, Work, Employment & Society, 4 (2): 157-188

Hall, D. T. (ed.) (1996). The career is dead, long live the career, San Francisco: Jossey-Bass

Hall, D. T. & Mirvis, P. H. (1996). The new protean career

psychological success and the path with a heart, in Hall, D. T. & Associates, The career is dead, long live the career, San Francisco: Jossey-Bass, pp. 15-45

Hall, D. T. & Moss, J. E. (1998). The new protean career contract: helping organizations and employees adapt, Organizational Dynamics, 26 (3): 22-37

Handy, C. (1992). A era da irracionalidade (trad. Jacqueline Medeiros), 2ª. edição, Mem Martins: Edições CETOP

Harrison, B. & Kelley, M. E. (1993). Outsourcing and the search for flexibility, Work, Employment & Society, 7 (2): 213-235

Hartmann, L. & Patrickson, M. (2000). Externalizing the workforce: Australian trends and issues for HRM, International Journal of Manpower, 21 (1): 7-20

Hayter, R. (1997). High-performance organizations and employment flexibility: a case study of in situ change at the Powell River Paper Mill, The Canadian Geographer, 41(1):26-40

Heery, E. & Abbot, B. (2000). Trade unions and the insecure workforce, in E. Heery & J. Salmon (eds). The Insecure Workforce, London: Routledge, pp. 155-180

Heery, E. & Salmon, J. (2000) The insecurity thesis, in E. Heery & J. Salmon (eds). The Insecure Workforce, London: Routledge, pp. 1-24

Hendry, C. (1993). Personnel leadership in technical and human resource change, in Clark, J. (ed). Human Resource Management and Technical Change, London: Sage Publications, pp. 78-100

Hendry, C. & Jenkins, R. (1997). Psychological contracts and new deals, Human Resource Management Journal, 7 (1): 38-44

378

Hendry, C. & Pettigrew, A. (1990). Human resource management: an agenda for the 1990 s,

International Journal of Human Resource Management, 1 (1): 17-43

Herriot, P. & Pemberton, C. (1997). Facilitating new deals. Human Resource Management Journal, 7 (1): 45-56

Hill, S. (1991). How do you manage a flexible firm? The total quality model, Work, Employment & Society, 5 (3): 397-415

Hippel, C. von; Mangum, S. L.; Greenberger, D. B.; Heneman, R. L. & Skoglind, J. D. (1997). Temporary Employment: can organisations and employees both win? Academy of Management Executive, 11 (1): 93-104

Hipple, S. (1998). Contingent work: results from the second survey, Monthly Labor Review, 123 (11): 22-35

Hipple, S. & Stewart, J. (1996). Earnings and benefits of workers in alternative work arrangements, Monthly Labor Review, 121 (11): 46-54

Hirsch, P. M. & Shanley, M. (1996). The rhetoric of boundaryless

or, how the newly empowered managerial class bought into its own marginalisation, in M. B. Arthur & D. M. Rousseau (eds). The boundaryless career, New York: Oxford University Press, pp. 218-233

Horwitz, F. M. & Smith, D. A. (1998). Flexible work practices and human resource management: a comparison of South African and foreign owned companies, International Journal of Human Resource Management, 9 (4): 590-607

Howard, A. (1995). A framework for work change, in A. Howard (ed.) The changing nature of work, San Francisco: Jossey-Bass Publishers, pp. 1-44

Huberman, A. M. & Miles, M. B. (1994). Data Management and Analysis Methods, in N. K. Denzin & Y. Lincoln (eds.). Handbook of Qualitative Research, Thousand Oaks: Sage, pp. 428-444.

Hunter, L.; McGregor, A.; MacInnes, J. & Sproull, A. (1993). The flexible firm : strategy and segmentation, British Journal of Industrial Relations, 31 (3): 383-405

Huselid, M.A. (1995). The impact of human resource management practices on turnover, productivity and corporate financial performance, Academy of Management Journal, 38 (3): 635-672

Huselid, M.A.; Jackson, S. E. & Schuler, R. S. (1997). Technical and strategic human resource management effectiveness as determinants of firm performance, Academy of Management Journal, 40 (1): 171-188

Hutchinson, S. & Brewster, C. (1994). Flexibility at work in Europe: strategies and practice, London: Institute of Personnel and Development

Hyman, J. & Mason, B. (1995). Managing Employee Involvement and Participation, London: Sage

INE (2000). O mercado de trabalho Portugal na União Europeia, Informação à Comunicação Social, 22 Março 2000, disponível em www.ine.pt

Jackson, S. E. & Schuler, R. S. (1995). Understanding human resource management in the context of organizations and their environments, Annual Review of Psychology, 15 (1): 89-99

379

Jackson, S. E.; Schuler, R. S. & Rivero, J. C. (1989). Organizational characteristics as predictors of

personnel practices, Personnel Psychology, 42(4): 727-786

Jarvenpaa, S. & Ives, B. (1994). The global network organization of the future: information management opportunities and challenges, Journal of Management Information Systems, 10 (4): 25-30

Kane, B. & Palmer, I. (1995). Strategic HRM or managing the employment relationship? International Journal of Manpower, 16 (5/6): 6-21

Kanter. R. M. (1989). When giants learn to dance, London: International Thomson Business Press

Kärreman, D. (2002). Brand new world?

the management of meaning through branding in a knowledge-intensive firm, artigo apresentado na II EURAM Conference, Stockholm, Sweden, 9th-11th May 2002

Keenoy, T. (1990). HRM: a case of the wolf in sheep s clothing?, Personnel Review, 19 (2): 3-9

Keenoy, T. (1997). HRMism and the language of re-presentation, Journal of Management Studies, 34(5): 825-41

Keenoy, T. & Anthony, P. (1992). HRM: metaphor, meaning and reality, in P. Blyton & P. Turnbull (eds.): Reassessing Human Resource Management, London & Thousand Oaks: Sage Publications, pp. 233-255

Kerfoot, D. & Knights, D. (1992). Planning for personnel?

Human Resource Management Reconsidered, Journal of Management Studies, 29 (5): 651-668

Kessler, I. (1995) Reward systems, in J. Storey (ed.). Human Resource management: a critical text. London: Thomson Business Press ,pp. 254-279

Kessler, I.; Coyle-Shapiro, J. & Purcell, J. (1999). Outsourcing and the employee perspective, Human Resource Management Journal, 9 (2): 5-19

Koch, M. J. & McGrath, R. G. (1996). Improving labor productivity: human resource management policies do matter, Strategic Management Journal, 17 (5): 335-354

Kochan, T. A. & Cappelli, P. (1999). The transformation of the industrial relations and personnel function, in M. Poole (ed.). Human Resource Management: critical perspectives on business and management, London: Routledge, pp. 70-93

Kochan, T. & Dyer, L. (1995). HRM: an American view, in J. Storey (ed.). Human Resource management: a critical text. London: Thomson Business Press, pp. 332-351

Kochan, T. A.; Smith, M.; Weels, J. C. & Rebitzer, J. B. (1994). Human Resource Strategies and Contingent Workers: the case of safety and health in the petrochemical industry, Human Resource Management, 33 (1):55-77

KPMG (2000). KPMG

The Global Advisory Firm, documento interno

KPMG (2002). The history of KPMG, disponível em www.kpmg.com, acedido em Agosto de 2003

Kramar, R. (1998). Flexibility in Australia: implications for employees and managers, Employee Relations, 20 (5): 453-460

380

Kraut, R. E. (1989).Telecommuting: the trade-offs of home work, Journal of Communication, 39 (3):

19-47

Kyotani, E. (1999). New managerial strategies of Japanese corporations, in A. Felstead N. Jewson (eds.). Global trends in flexible labour, London: Macmillan Press Ltd., pp. 181-197

Lado, A. A. & Wilson, M. C. (1994). Human resource systems and sustained competitive advantage: a competency-based perspective, Academy of Management Review, 19 (4): 699-727

Laflamme, G. M. (1989). Flexibility and labour markets: towards a new type of regulation?, in G. M. Laflamme, J. Belanger & G. Ferland (eds). Flexibility and Labour Markets in Canada and the United States. Geneva: International Institute for Labour Studies (International Labour Organisation), pp. 27-36

Laursen, K. & Mahnke, V. (2001). Knowledge strategies, firm types, and complementarity in Human-Resource practices, Journal of Management and Governance, 5 (1): 1-27

Legge, K. (1989). Human resource management: a critical analysis, in J. Storey (ed.). New Perspectives on Human Resource Management, London: Routledge, pp. 19-40

Legge, K. (1995a). Human Resource Management: Rhetorics and Realities, Basingstoke & London: Macmillan Press Ltd

Legge, K. (1995b). HRM: rhetoric, reality and hidden agendas, in J. Storey (ed.). Human Resource management: a critical text. London: Thomson Business Press, pp. 33-62

Legge, K. (1998a). Flexibility: the gift-wrapping of employment degradation?, in P. R. Sparrow & M. Marchington (eds). Human Resource Management: the New Agenda, London: Financial Times/Pitman Publishing, pp. 286-295.

Legge, K. (1998b). The morality of HRM, in C. Mabey, D. Skinner & T. Clark (eds). Experiencing Human Resource Management, London: Sage, pp. 14-30

Lengnick-Hall & Lengnick-Hall (1988). Strategic Human Resources Management: a review of the literature and a proposed typology, Academy of Management Review, 13 (3): 454-470

Lepak, D. P. & Snell, S. A. (1999). The human resource architecture: toward a theory of human capital allocation and development, Academy of Management Review, 24 (1): 31-48

Lewis, J. & Ritchie, J. (2003). Generalising from Qualitative Research, in J. Ritchie & J. Lewis (eds.) Qualitative Research Practice, London: Sage Publications, pp. 263-286

Lloyd, C. & Rawlinson, M. (1992). New Technology and Human Resource Management, in P. Blyton & P. Turnbull (eds.): Reassessing Human Resource Management, London & Thousand Oaks: Sage Publications, pp. 185-199.

Looise, J. C.; Riemsdijk, M. van & Lange, F. de (1998). Company labour flexibility strategies in the Netherlands: an institutional perspective, Employee Relations, 20 (5): 461-482

Loveridge, R. (1983). Labour Market Segmentation and the Firm, in J. Edwards, C. Leek, R. Loveridge, R. Lumley, J. Mangan & M. Silver (eds). Manpower Strategy and Techniques in an Organisational Context, Chichester: John Wiley & Sons Ltd.

Lundberg, C. C. (1997). Towards a general model of consultancy, Journal of Organizational Change Management, 10 (3): 193-201

381

MacDuffie, J. P. (1995). Human resource bundles and manufacturing performance: organizational

logic and flexible production systems in the world auto industry, Industrial and Labour Relations Review, 48 (2): 197-221

MacInnes, J. (1988). The question of flexibility, Personnel Review, 17 (3): 12-15

Mahoney, T. A. & Deckop, J. R. (1986). Evolution of the concept and practice in Personnel Administration/Human Resource Management (PA/HRM), Journal of Management, 12 (2): 223-241

Mallon, M. & Duberly, J. (2000). Managers and professionals in the contingent workforce, Human Resource Management Journal, 10 (1): 33-47

Marchington, M. & Grugulis, I. (2000). Best practice human resource management: perfect opportunity or dangerous illusion? International Journal of Human Resource Management, 11 (6): 1104-1124

Marginson, P. (1989). Employment flexibility in large companies: change and continuity, Industrial Relations Journal, 20 (2): 101-109

Marques, C. A.; Cruz, C. P. A. & Guedes, P. C. R. (1995). Mais resultados da formação: para além da ilusão, Comportamento Organizacional e Gestão, 1 (2): 223-241

Martell, K. & Carroll, S. J. (1995). Which executive human resource management practices for the top management team are associated with higher firm performance?, Human Resource Management, 34 (4): 497-512

Matusik, S. F. & Hill, C. W. L. (1998). The utilization of contingent work, knowledge creation, and competitive advantage, Academy of Management Review, 23 (4): 680-697

May, T. Y.; Korczinski, M. & Frenkel, S. J. (2002). Organisational and occupational commitment: knowledge workers in large corporations, Journal of Management Studies, 39 (6): 775-801

Mayne, L.; Tregaskis, O. & Brewster, C. (1996). A comparative analysis of the link between flexibility and HRM strategy, Employee Relations, 18 (3): 5-24

McKinlay, A. & Starkey, K. (1992). Strategy and human resource management, International Journal of Human Resource Management, 3 (3): 435-450

McLachlin, R. (2000). Service quality in consulting: what is engagement success?, Managing Service Quality, 10 (3): 141-150

McLarty, R. & Robinson, T. (1998). The practice of consultancy and a professional development strategy, Leadership & Organisational Development Journal, 19 (5): 256-263

McLean Parks, J.; Kidder, D. L. & Gallagher, D. G. (1998). Fitting square pegs into round holes: mapping the domain of contingent work arrangements onto the psychological contract, Journal of Organizational Behavior, 19 (S1): 697-730

Miles, R. E. (1999). Human relations or human resources? in M. Poole (ed.). Human Resource Management: critical perspectives on business and management, London: Routledge, pp. 1-14

Miller, P. (1996). Strategy and the ethical management of human resources, Human Resource Management Journal, 6 (1): 5-18

382

Miller, D. & Shamsie, J. (1995). A contingent application of the resource-based view of the firm: The

Hollywood film studios from 1936 to 1965, Academy of Management Journal, Best Paper Proceedings: 57-61

Millward, N.; Stevens, M.; Smart, D. & Hawes, W. R. (1992). Workplace Industrial Relations in Transition: The ED/ESRC/PSI/ACAS Surveys, Aldershot: Dartmouth

Mintzberg, H. (1990). The design school: reconsidering the basic premises of strategic management, Strategic Management Journal, 11(3): 171-195

Mirvis, P. H. & Hall, D. T. (1996a). New organizational forms and the new career, in D. T. Hall, & Associates (eds), The career is dead, long live the career, San Francisco: Jossey-Bass, pp. 72-104

Mirvis, P. H. & Hall, D. T. (1996b). Career development for the older worker, in D. T. Hall, & Associates (eds), The career is dead, long live the career, San Francisco: Jossey-Bass, pp. 278-296

Mirvis, P. H. & Hall, D. T. (1996c). Psychological success and the boundaryless career in M. B. Arthur & D. M. Rousseau (eds). The boundaryless career, New York: Oxford University Press, pp. 237-255

Mohrman, S. A. & Cohen, S. G. (1995). When people get out of the box: new relationships, new systems, in A. Howard (ed.) The changing nature of work, San Francisco: Jossey-Bass Publishers, pp. 365-410

Monks, K. & McMackin, J. (2001). Designing and aligning an HR system, Human Resource Management Journal, 11 (2): 57-72

Morley, M.; Brewster, C.; Gunnigle, P. & Mayrhofer, W. (1996). Evaluating change in European industrial relations: evidence on trends at organizational level, International Journal of Human Resource Management, 7 (3): 641-656

Morrison, E. W. & Robinson, S. L. (1997). When employees feel betrayed: a model of how psychological contract violation develops, Academy of Management Review, 22 (1): 226-256

Mueller, F. (1992). Flexible working practices in engine plants: evidence from the European automobile industry, Industry Relations Journal, 23 (3): 191-204

Mueller, F. (1996). Human resources as strategic assets: an evolutionary resource-based theory, Journal of Management Studies, 33 (6): 757-82

Ng, I. & Dastmalchian, A. (1998). Organizational flexibility in Canada: a study of control and safeguard rules, International Journal of Human Resource Management, 9 (3): 445-456

Noon, M. (1992). HRM: a map, model or theory?, in P. Blyton & P. Turnbull (eds). Reassessing Human Resource Management, London: Sage Publications, pp. 16-32

Novek, J. (1989). Peripheralizing core labour markets?: The case of the Canadian meat packing industry, Work, Employment & Society, 3 (2): 157-177

O Farrell, P. N.; Hitchens, D. M. & Moffat, L. A. R. (1993). The competitive advantage of business service firms: a matched pairs analysis of the relationship between generic strategy and performance, Service Industries Journal, 13 (1): 40-64

383

O Reilly, J. (1992a). Banking on flexibility: a comparison of the use of flexible employment strategies

in the retail banking sector in Britain and France, International Journal of Human Resource Management, 3 (1): 35-58

O Reilly, J. (1992b). Where do we draw the line? Functional flexibility, training and skill in Britain and France, Work, Employment & Society, 6 (3): 369-396

OCDE (2000). OECD in figures, 2000 edition: statistics on the member countries, Paris: OECD Publications

Ogbonna, E. & Whipp, R. (1999). Strategy, culture and HRM: evidence from the UK food retailing sector, Human Resource Management Journal, 9 (4): 75-90

Ogbonna, E. (1992). Organisation culture and human resource management: dilemmas and contradictions, in P. Blyton & P. Turnbull (eds.): Reassessing Human Resource Management, London & Thousand Oaks: Sage Publications, pp. 74-96

Oliveira, D. S. (2001). Uma fusão bem sucedida, Jornal de Negócios, 08/02/2001, disponível em www.eyi.com, acedido em Março de 2003

Paauwe, J. (1996). Key issues in strategic human resource management: lessons from the Nethertlands, Human Resource Management Journal, 6 (3): 76-93

Pearce, J. L. (1993). Toward an organizational behavior of contract laborers: their psychological involvement and effects on employee co-workers, Academy of Management Journal, 36 (5): 1082-1096

Pearce, J. L. (1998). Job insecurity is important, but not for the reasons you might think: the examples of contingent workers, in C. L. Cooper & D. M. Rousseau (eds). Trends in Organizational Behavior, Vol. 5, Chichester: John Wiley & Sons Ltd., pp. 31-46

Perrow, C. (1996). The bounded career and the demise of the civil society, in M. B. Arthur & D. M. Rousseau (eds). The boundaryless career, New York: Oxford University Press, pp. 297-313

Peteraf, M. A. (1993). The conerstones of competitive advantage: a resource-based view, Strategic Management Jounal, 14 (3): 179-191

Peters, T. J. & Waterman, R. H. (1987). In search of excellence (Na senda da excelência) (trad. J. Marques Henriques), Lisboa: Publicações Dom Quixote

Pfeffer, J. (1995). Producing sustainable competitive advantage through the effective management of people, Academy of Management Executive, 9 (1): 55-72

Phillimore, J. (1989). Flexible specialisation, work organisation and skills, New Technology, Work and Employment, 4 (2): 79-91

Piore, M. J. & Sabel, C. F. (1984). The second industrial divide: possibilities for prosperity, New York: Basic Books, Inc., Publishers

Polivka, A. E. (1996a). A profile of contingent workers, Monthly Labour Review, 121 (11): 10-21

Polivka, A. E. (1996b). Into contingent and alternative employment: by choice?, workers, Monthly Labour Review, 121 (10): 55-74

Pollert, A. (1988). The flexible firm : fixation or fact?, Work, employment & society, 2 (3): 281-316

384

Preece, D. (1993). Human Resource specialists and technical change at greenfield sites, in J. Clark

(ed.) Human Resource Management and Technical Change, London: Sage Publications, pp. 101-115

PriceWaterhouseCoopers (2003). Factos e Números PwC em Portugal, documento disponível em http://www.pwcglobal.com/pt, acedido em Agosto de 2003

Procter, S. J.; Rowlinson, M.; McArdle, L.; Hassard, J. & Forrester, P. (1994). Flexibility, Politics & Strategy: in defence of the model of the flexible firm, Work, Employment & Society, 8 (2): 221-242

Purcell, J. (1987). Mapping management styles in employee relations, Journal of Management Studies, 24 (5): 533-548

Purcell, J. (1995). Corporate strategy and its links with human resource management strategy, in J. Storey (ed.). Human Resource management: a critical text. London: Thomson Business Press, pp. 63-86

Purcell, J. (1999). Best practice or best fit: chimera or cul-de-sac?, Human Resource Management Journal, 9 (3): 26-41

Purcell, K. (2000). Gendered employment insecurity?, in E. Heery & J. Salmon (eds). The Insecure Workforce, London: Routledge, pp. 112-139

Purcell, K. & Purcell, J. (1998). In-sourcing, outsourcing, and the growth of contingent labour as evidence of flexible employment strategies, European Journal of Work and Organizational Psychology, 7 (1): 39-59

Raghuram, S.; London, M. & Larsen, H. H. (2001). Flexible employment practices in Europe: country versus culture, International Journal of Human Resource Management, 12 (5): 738-753

Raider, H. J. & Burt, R. S. (1996). Boundaryless careers and social capital, in M. B. Arthur & D. M. Rousseau (eds). The boundaryless career, New York: Oxford University Press, pp. 187-200

Ram, M. (1999). Managing consultants in a small firm: a case study, Journal of Management Studies, 36 (6): 875-897

Reed, M. I. (1996). Expert power and control in late modernity: an empirical review and theoretical synthesis, Organization Studies, 17 (4): 573-597

Reilly, P. A. (1998). Balancing Flexibility

Meeting the interests of employers and employees, European Journal of Work and Organizational Psychology, 7 (1): 7-22

Richard, O. C. & Johnson, N. B. (2001). Strategic human resource management effectiveness and firm performance, International Journal of Human Resource Management, 12 (2): 299-310

Ritchie, J. & Lewis, J. (eds.) Qualitative Research Practice, London: Sage Publications

Robertson, M. & Hammersley, G. O. (2000). Knowledge management practices within a knowledge-intensive firms: the significance of the people management dimension, Journal of European Industrial Training, 24 (2, 3, 4): 241-253

Robinson, P. (1999). Explaining the relationship between flexible employment and labour market regulation, in A. Felstead N. Jewson (eds.). Global trends in flexible labour, London: Macmillan Press Ltd., pp. 84-99

385

Rodrigues, G. (1998). Novas formas de trabalho em Portugal, in Seminário Flexibilidade e Relações

de trabalho , Lisboa: Conselho Económico e Social, pp. 9-21

Rodrigues, J. N. (2002). A vantagem multicultural, disponível em www.janelanaweb.com, acedido em 13/09/02

Rojot, J. & Tergeist, P. (1992). Overview: industrial relations trends, internal labour market flexibility and work organisation, in OECD (1992). New directions in work organisation: the industrial relations response, Paris: OECD

Rose, M. (1994). Level of strategy and regimes of control, in J. Rubery & F. Wilkinson (eds). Employer strategy and the labour market, Oxford: Oxford University Press, pp. 138-171.

Rosenberg, S. & Lapidus, J. (1999). Contingent and non-standard work in the United States: towards a more poorly compensated, insecure workforce, in A. Felstead N. Jewson (eds.). Global trends in flexible labour, London: Macmillan Press Ltd., pp. 62-83

Rothwell, S. (1995). Human Resource Planning, in J. Storey (ed.). Human Resource management: a critical text. London: Thomson Business Press, p. 167-202

Rousseau, D. M. & Libuser, C. (1997). Contingent workers in high risk environments, California Management Review, 39 (2): 103-123

Rousseau, D. M. & Wade-Benzoni, K. A. (1995). Changing Individual-Organization attachments: a two-way street, in A. Howard (ed.) The changing nature of work, San Francisco: Jossey-Bass Publishers, pp. 290-322

Rousseau, D. M. (1995). Psychological Contracts in Organizations: understanding the written and unwritten agreements, Thousand Oaks: Sage Publications

Rozhan, bin O. & Poon, J. M. L. (2000). What shapes HRM? A multivariate examination, Employee Relations, 22 (5): 467-484

Rubery, J. (1994). Internal and external labour markets: towards an integrated analysis, in J. Rubery & F. Wilkinson (eds). Employer strategy and the labour market, Oxford: Oxford University Press, pp. 37-68.

Rubery, J. (1996). The labour market outlook and the outlook for labour market analysis, in R. Crompton, D. Gallie & K. Purcell (eds.). Changing forms of employment

organisations, skills and gender, London: Routledge, pp. 23-39

Rubery, J. & Fagan, C. (1994). Does feminisation mean a flexible labour force?, in R. Hyman & A. Ferner (eds). New Frontiers in European Industrial Relations, Oxford: Blackwell, pp. 140-166

Rubery, J. & Wilkinson, F. (1994). Introduction, in J. Rubery & F. Wilkinson (eds). Employer strategy and the labour market, Oxford: Oxford University Press, pp. 1-33

Rynes, S. L. (1991). Recruitment, Job Choice and Post-hire Consequences: a Call for New Research Directions, in M. D. Dunnette & L. M. Hough (eds.), Handbook of Industrial and Organizational Psychology (2nd ed.). Palo Alto, CA: Consulting Psychologists Press., pp. 339-444

Scarbrough, H. (1995). Blackboxes, hostages and prisoners, Organization Studies, 16 (6): 991-1019

386

Scarpello, V. & Campbell, J. P. (1983). Job Satisfaction and the Fit between Individual Needs and

Organizational Rewards, Journal of Occupational Psychology, 56 (4): 315-328

Schuler, R. S. (1989). Strategic Human Resource Management and Industrial Relations, Human Relations, 42 (2): 157-184

Schuler, R. S. (1990). Repositioning the human resource function: transformation or demise?, Academy of Management Executive, 4 (3): 49-60

Schuler, R. S. & Jackson, S. E. (1987). Linking Competitive Strategies with Human Resource Management Practices, Academy of Management Executive, 1 (3): 207-219

Schuler, R. S. & Jackson, S. E. (1989). Determinants of Human Resource Management Priorities and Implications for Industrial Relations, Journal of Management, 15 (1): 89-99

Schuyt, T. N. M. & Schuijt, J. J. M. (1998). Rituals and rules: about magic in consultancy, Journal of Organizational Change Management, 11 (5): 399-406

Scott, D. R. & Walt, N. T. (1995). Choice criteria in the selection of international accounting firms, European Journal of Marketing, 29 (1): 27-39

Sewell, G. & Wilkinson, B. (1993). Human Resource Management in surveillance companies, in J. Clark (ed). Human Resource Management and Technical Change, London: Sage Publications, pp. 137-154

Simon, A. & Kumar, V. (2001). Clients views on strategic capabilities which lead to management consulting success, Management Decision, 39 (5): 362-372

Sisson, K. & Timperly, S. (1994), From Manpower Planning to Strategic Human Resource Management?, in K. Sisson (ed.) Personnel management

A comprehensive guide to theory and practice in Britain, Oxford: Blackwell Publishers Ltd., pp. 153-184

Sisson, K. (1993). In search of HRM, British Journal of Industrial Relations, 31 (2): 201-210

Sisson, K. (1994). Personnel management: paradigms, practice and prospects, in K. Sisson (ed.) Personnel management

A comprehensive guide to theory and practice in Britain, Oxford: Blackwell Publishers Ldt. , pp. 3-50.

Sisson, K. (1995). Human resource management and the personnel function, in J. Storey (ed.). Human Resource management: a critical text. London: Thomson Business Press, pp. 87-109

Smith, I. (1992). Reward management and HRM, in P. Turnbull & P. Blyton (eds). Reassessing Human Resource Management, London: Sage Publications, pp. 169-184

Smith, N. C. (1989). The case-study: a vital yet misunderstood research method for management, in R. Mansfield (ed.). Frontiers of management, London: Routledge, pp. 50-64

Smith, V. (1994). Institutionalising flexibility in a service sector firm

multiple contingencies and hidden hierarchies, Work and Occupations, 21 (3): 284-307

Snell, S. A. (1992) Control theory in strategic human resource management: the mediating effect of administrative information, Academy of Management Journal, 35 (2): 292-327

387

Soriano, D. R. (2001). Quality in the consulting service

evaluation and impact: a survey in Spanish

firms, Managing Service Quality, 11 (1): 40-48

Sparrow, P. (1998). The pursuit of multiple and parallel organizational flexibilities: reconstituting jobs, European Journal of Work and Organizational Psychology, 7 (1): 79-95

Sparrow, P. & Marchington, M. (1998). Re-engaging the HRM function

rebuilding work, trust and

voice, in P. Sparrow & M. Marchington (eds). Human Resource Management

The New

Agenda, London: Financial Times/Pitman Publishing, pp. 296-313.

Spencer, L.; Ritchie, J. & O Connor, W. (2003). Analysis: practices, principles and processes, in J. Ritchie & J. Lewis (eds.) Qualitative Research Practice, London: Sage Publications, pp. 199-218

Stake, R. E. (1994). Case Studies, in N. K. Denzin & Y. Lincoln (eds.). Handbook of Qualitative Research, Thousand Oaks: Sage, pp. 236-247

Starbuck, W. H. (1992). Learning by knowledge-intensive firms, Journal of Management Studies, 29 (6): 713-740

Storey, J. (1989). Introduction: from personnel management to human resource management, in Storey J. (ed.). New Perspectives on Human Resource Management, London: Routledge ,pp. 1-18

Storey, J. (1992). HRM in action: the truth is out at last, Personnel Management, 24 (4): 28-31

Storey, J. (1994). The take-up of Human Resource Management by mainstream companies: key lessons from research, in Niland, J. R.; Landsbury, R. D. & Verevis, C. (eds.) The future of industrial relations, Thousand Oaks: Sage Publications, pp. 270-292

Storey, J. (1995). Human resource management: still marching on, or marching out?, in J. Storey (ed.). Human Resource management: a critical text. London: Thomson Business Press, pp. 3-32.

Strauss, A. & Corbin, J. (1994). Grounded Theory Methodology: an overview, in N. K. Denzin & Y. Lincoln (eds.). Handbook of Qualitative Research, Thousand Oaks: Sage, pp. 273-285

Sturdy, A. (1997). The consultancy process

an insecure business?, Journal of Management Studies, 34 (3): 389-413

Terpstra, D. E. & Rozell, E. J. (1993). The relationship of staffing practices to organisational level measures of performance, Personnel Psychology, 46 (1): 27-48

Tichy, N. M.; Fombrun, C. J. & Devanna, M. A. (1982). Strategic Human Resource Management, Sloan Management Review, 23 (2): 47-61

Torrington, D. (1989). Human resource management and the personnel function, in J. Storey (ed). New Perspectives on Human Resource Management, London: Routledge, pp. 56-66

Torrington, D. (1998). Crisis and opportunity in HRM: the challenge for the personnel function, in P. Sparrow & M. Marchington (eds). Human Resource Management

The New Agenda, London: Financial Times/Pitman Publishing, pp. 23-36

Tregaskis, O. (1997). The non-permanent reality!, Employee Relations, 19 (6): 535-554

388

Tregaskis, O.; Brewster, C.; Mayne, L. & Hegewisch, A. (1998). Flexible working in Europe: the

evidence and the implications, European Journal of Work and Organizational Psychology, 7 (1): 61-78

Treu, T. (1992). Labour flexibility in Europe, International Labour Review, 131 (4-5): 497-512

Truss, C.; Gratton, L.; Hope-Hailey, V.; McGovern, P. & Stiles, P. (1997). Soft and hard models of human resource management: a reappraisal, Journal of Management Studies, 34 (1): 53-73

Tsui, A. S., Pearce, J. L., Porter, L. W. & Hite, J. P. (1995). Choice of employee-organization relationship: influence of external and internal organizational factors, Research in Personnel and Human Resource Management, Vol. 13: 117-151

Turnbull, P. & Wass, V. (1997). Job insecurity and labour market lemons: the (mis)management of redundancy in steel making, coal mining and port transport, Journal of Management Studies, 34 (1): 27-51

Tyson, S. (1997). Human resource strategy: a process for managing the contribution of HRM to organizational performance, International Journal of Human Resource Management, 8 (3): 277-290

Uzzi, B. & Barsness, Z. I. (1998). Contingent employment in British establishments: organizational determinants of the use of fixed-term hires and part-time workers, Social Forces, 76 (3): 967-1007

Vaughan, E. (1994). The trial between sense and sentiment: a reflection on the language of HRM, Journal of General Management, 19 (3): 20-32

Vaz, I. F. (1997). As formas atípicas de emprego e a flexibilidade do mercado de trabalho, Lisboa: MQE/CICT (Colecção Estudos ).

Walsh, T. J. (1990). Flexible labour utilisation in the private service sector, Work, Employment & Society, 4 (4): 517-530

Walsh, J. & Deery, S. (1999). Understanding the peripheral workforce: evidence from the service sector, Human Resource Management Journal, 9 (2): 50-63

Walton, R. E. (1985). From control to commitment in the workplace, Harvard Business Review, March-April: 77-84

Whipp, R. (1992). Human resource management, competition and strategy: some productive tensions, in P. Turnbull & P. Blyton (eds). Reassessing Human Resource Management, London: Sage Publications, pp. 33-55

Wilkinson, F. & White, M. (1994). Product-market pressures and employers responses, in J. Rubery & F. Wilkinson (eds). Employer strategy and the labour market, Oxford: Oxford University Press, pp. 111-137

Winstanley, D. & Woodall, J. (2000). The ethical dimension of human resource management, Human Resource Management Journal, 10 (2): 5-20

Wood, S. (1995). The four pillars of HRM: are they connected?, Human Resource Management Journal, 5 (5): 49-60

389

Wood, S. & Albanese, M. T. (1995). Can we speak of a high commitment management on the shop

floor?, Journal of Management Studies, 32 (2): 215-247

Wood, S. & Meneses, L. (1998). High commitment management in the U.K.: evidence from the Workplace Industrial Relations Survey, and Employers Manpower and Skills Practices Survey, Human Relations, 51 (4): 485-515

Wright, P. M. & McMahan, G. C. (1992). Theoretical Perspectives for Strategic Human Resource Management, Journal of Management, 18 (2): 295-320

Wright, P. M. & Snell, S. A. (1998). Toward a unifying framework for exploring fit and flexibility in strategic human resource management, Academy of Management Review, 23 (4): 756-772

Wright, P. M., Smart, D. L. & McMahan, G. C. (1995). Matches between human resources and strategy among NCAA basketball teams, Academy of Management Journal, 38 (4): 1052-74

Yin, R. K. (1994). Case study research design and methods, Thousand Oaks: Sage Publications.

Youndt, M. A., Snell, S. A., Dean, J. W. & Lepak, D. P. (1996). Human resource management, manufacturing strategy, and firm performance, Academy of Management Journal, 39 (4): 836-866

Zeytinoglu, I. U. (1994). Part-time and other nonstandard forms of employment: why are they considered appropriate for women?, in Niland, J. R.; Landsbury, R. D. & Verevis, C. (eds.) The future of industrial relations, Thousand Oaks: Sage Publications, pp. 435-448

This document was created with Win2PDF available at http://www.daneprairie.com.The unregistered version of Win2PDF is for evaluation or non-commercial use only.