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dc.contributor.authorSnell, Scott A.
dc.contributor.authorStueber, Donna
dc.contributor.authorLepak, David P.
dc.date.accessioned2020-11-25T14:56:17Z
dc.date.available2020-11-25T14:56:17Z
dc.date.issued2001-03-01
dc.identifier.other115544
dc.identifier.urihttps://hdl.handle.net/1813/77403
dc.description.abstractIn this chapter, we explore the notion of virtual HR departments: a network-based organization built on partnerships and mediated by information technologies in order to be simultaneously strategic, flexible, cost-efficient, and service-oriented. We draw on experiences and initiatives at Merck Pharmaceuticals in order to show how information technology in establishing an infrastructure for virtual HR. Then, we present a model for mapping the architecture of HR activities that includes both internal and external sourcing options. We conclude by offering some recommendations for management practice as well as future research.
dc.language.isoen_US
dc.subjectvirtual HR departments
dc.subjectorganization
dc.subjectpartnerships
dc.subjectinformation technology
dc.subjectHR
dc.subjectmanagement
dc.subjectpractice
dc.subjectresearch
dc.titleVirtual HR Departments: Getting Out of the Middle
dc.typepreprint
dc.description.legacydownloadsVirtual_HR_DepartmentsWP01_08.pdf: 5542 downloads, before Oct. 1, 2020.
local.authorAffiliationSnell, Scott A.: ss356@cornell.edu Cornell University
local.authorAffiliationStueber, Donna: Merck & Company, Inc.
local.authorAffiliationLepak, David P.: University of Maryland


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