All Stories

  1. Line management attributions for effective HRM implementation
  2. How employees’ pro-activity translates high-commitment HRM systems into work engagement: the mediating role of job crafting
  3. Transformation to self-managing teams: lessons learned
  4. Innovative work behaviour in knowledge-intensive public sector organizations: the case of supervisors in the Netherlands fire services
  5. What is our HRM strategies? Different Perceptions of Line Managers and HR Professionals
  6. Implementing HRM Systems: The Role of Employees' Co-Production Behavior and HRM Attributions
  7. HRM Implementation in the International Arena: A Multi-Level and Multi-Actor Perspective
  8. Innovating HRM Implementation: The Influence of Organisational Contingencies on the HRM Role of Line Managers
  9. Re-visiting the Conceptualizing of the HRM System Strength
  10. Employee Perceptions of Line Management Performance: Applying the AMO Theory to Explain the Effectiveness of Line Managers' HRM Implementation
  11. Organising HRM: The HRM Department and Line Management Roles in a Comparative Perspective