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How organizations adapt their HR practices to a changing environment: 11 theoretical dimensions to inform human resource management
Author(s) -
Cloutier Julie,
RobertHuot Geneviève
Publication year - 2021
Publication title -
canadian journal of administrative sciences / revue canadienne des sciences de l'administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.347
H-Index - 48
eISSN - 1936-4490
pISSN - 0825-0383
DOI - 10.1002/cjas.1608
Subject(s) - knowledge management , process (computing) , human resource management , business , change management (itsm) , order (exchange) , transpose , organizational change , process management , field (mathematics) , strategic human resource planning , public relations , computer science , political science , marketing , lean manufacturing , operating system , eigenvalues and eigenvectors , physics , finance , quantum mechanics , mathematics , pure mathematics
Despite the growing interest in Strategic Human Resource Management (SHRM), little is known about the process by which organizations adapt their HR practices to changes in the environment. In order to open this so‐called black box, we transpose 11 theoretical perspectives of organizational change from the field of management to HRM. We also highlight the contributions of each one according to the dimensions of change: the what (the nature of the change in HR practices); the why (triggers for change); the what for (the goals targeted by the change); and the how (the process by which the change in HR practices is implemented).