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Family‐Friendly Management in Great Britain: Testing Various Perspectives
16 references·1 citing·47 second hop
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References

  • 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.9,338 cited
  • 1991Strategic Responses to Institutional Processes6,953 cited
  • 1991STRATEGIC RESPONSES TO INSTITUTIONAL PROCESSES5,173 cited
  • 1984Toward a Model of Organizations as Interpretation Systems5,019 cited
  • 1995Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry3,700 cited
  • 1988High-Involvement Management.1,130 cited
  • 1985Methodology Review: Assessing Unidimensionality of Tests and ltenls1,014 cited
  • 1989Latent Variable Models and Factor Analysis1,008 cited
  • 1994INSTITUTIONAL PRESSURES AND STRATEGIC RESPONSIVENESS: EMPLOYER INVOLVEMENT IN WORK-FAMILY ISSUES.741 cited
  • 1999Human resource management and performance696 cited
  • 1998The 1997 National Study of the Changing Workforce530 cited
  • 1995Work/Family Programs and the Employment Relationship515 cited
  • 1995INSTITUTIONAL AND RESOURCE DEPENDENCE DETERMINANTS OF RESPONSIVENESS TO WORK-FAMILY ISSUES.464 cited
  • 1997Change at Work449 cited
  • 1994The New American Workplace: Transforming Work Systems in the United States.

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448 cited
  • 1998High Commitment Management in the U.K.: Evidence from the Workplace Industrial Relations Survey, and Employers' Manpower and Skills Practices Survey436 cited
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    • 2009The Political Economy of Occupational Family Policies: Comparing Workplaces in Britain and Germany54 cited