Exploring the socio‐political dynamics of front‐line managers’ HR involvement: A qualitative approach

Author:

Kurdi‐Nakra Hussein1,Pak Jongwook1ORCID

Affiliation:

1. Trinity Business School, Trinity College Dublin Trinity College Dublin Ireland

Publisher

Wiley

Subject

Management of Technology and Innovation,Organizational Behavior and Human Resource Management,Strategy and Management,Applied Psychology

Reference155 articles.

1. Devolution or (de)centralization of HRM function in European organizations;Andolšek D. M.;International Journal of Human Resource Management,2005

2. The psychology of middle power: Vertical code‐switching, role conflict, and behavioral inhibition;Anicich E. M.;Academy of Management Review,2017

3. How top management HR beliefs and values affect high‐performance work system adoption and implementation effectiveness;Arthur J. B.;Human Resource Management,2016

4. Structural sources of intraorganizational: Power: A theoretical synthesis;Astley W. G.;Academy of Management Review,1984

5. The two faces of power;Bachrach P.;American Political Science Review,1962

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