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dc.contributor.authorDyer, Lee
dc.contributor.authorReeves, Todd
dc.date.accessioned2020-11-25T14:51:45Z
dc.date.available2020-11-25T14:51:45Z
dc.date.issued1994-11-01
dc.identifier.other133053
dc.identifier.urihttps://hdl.handle.net/1813/77118
dc.description.abstract[Excerpt] Strategic human resource management (SHRM) has emerged as a, if not the, major paradigm among scholars and practitioners in many parts of the world. This is apparent from the recent literature on international human resource management (e.g., Schuler, Dowling, and De Cieri, 1993), as well from recent reviews of trends in the U.S. (Dyer and Kochan, 1994), Canada (Betcherman, McMullen, Leckie, and Caron, 1994), and the U.K (Lundy, 1994).
dc.language.isoen_US
dc.subjectstrategic
dc.subjecthuman
dc.subjectresource
dc.subjectmanagement
dc.subjectSHRM
dc.subjectfirm
dc.subjectperformance
dc.subjectmodel
dc.subjectresearch
dc.subjectpractice
dc.subjectemployee
dc.titleHuman Resource Strategies and Firm Performance: What Do We Know and Where Do We Need to Go?
dc.typepreprint
dc.description.legacydownloadsHuman_Resource_Strategies_and_WP94_29.pdf: 36492 downloads, before Oct. 1, 2020.
local.authorAffiliationDyer, Lee: Cornell University
local.authorAffiliationReeves, Todd: AT&T - Global Information Solutions


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