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  1. The Impact of Human Resource Management on Corporate Social Performance Strengths and Concerns.Sandra Rothenberg, Clyde Eiríkur Hull & Zhi Tang - 2017 - Business and Society 56 (3):391-418.
    Although high-performance human resource practices do not directly affect corporate social performance strengths, they do positively affect CSP strengths in companies that are highly innovative or have high levels of slack. High-performance human resource management practices also directly and negatively affect CSP concerns. Drawing on the resource-based view and using secondary data from an objective, third-party database, the authors develop and test hypotheses about how high-performance HRM affects a company’s CSP strengths and concerns. Findings suggest that HRM and innovation are (...)
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  • Reflections of an Irish Pracademic: Mixing Public Advocacy, Teaching and Research?Mary P. Murphy - 2016 - Studies in Social Justice 9 (2):215-230.
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  • How Do High-Performance Work Systems Affect Individual Outcomes: A Multilevel Perspective.Junwei Zhang, M. Naseer Akhtar, P. Matthijs Bal, Yajun Zhang & Usman Talat - 2018 - Frontiers in Psychology 9.
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  • Building Theory at the Intersection of Ecological Sustainability and Strategic Management.Helen Borland, Véronique Ambrosini, Adam Lindgreen & Joëlle Vanhamme - 2016 - Journal of Business Ethics 135 (2):293-307.
    This article builds theory at the intersection of ecological sustainability and strategic management literature—specifically, in relation to dynamic capabilities literature. By combining industrial organization economics–based, resource-based, and dynamic capability–based views, it is possible to develop a better understanding of the strategies that businesses may follow, depending on their managers’ assumptions about ecological sustainability. To develop innovative strategies for ecological sustainability, the dynamic capabilities framework needs to be extended. In particular, the sensing–seizing–maintaining competitiveness framework should operate not only within the boundaries (...)
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