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The devolution of HRM to middle managers in the Irish health service
16 references·2 citing·42 second hop
The devolution of HRM to middle managers in the Irish health service (2010)The devolution of HRM to middle managers …Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence (2006)Front‐line managers as agents…The Antecedents of Middle Managers’ Strategic Contribution: The Case of a Professional Bureaucracy (2005)The Antecedents of Middle Man…Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System (2004)Understanding HRM-Firm Perfor…HRM and Performance (2004)HRM and PerformanceLine manager involvement in HRM: an inside view (2003)Line manager involvement in H…Devolving HR responsibility to the line (2003)Devolving HR responsibility t…Paying the piper: choice and constraint in changing HR functional roles (2002)Paying the piper: choice and …Emotional Balancing of Organizational Continuity and Radical Change: The Contribution of Middle Managers (2002)Emotional Balancing of Organi…In praise of middle managers. (2001)In praise of middle managers.Exploring the relationship between HR and middle managers (2001)Exploring the relationship be…Middle Management’s Strategic Influence and Organizational Performance (1997)Middle Management’s Strategic…Understanding the Meaning of Participation: Views from the Workplace (1994)Understanding the Meaning of …Dinosaurs or dynamos? Recognizing middle management's strategic role (1994)Dinosaurs or dynamos? Recogni…What is Happening to Middle Management? (1990)What is Happening to Middle M…The Social Psychology of Organizations. (1979)The Social Psychology of Orga…New Patterns of Management. (1962)New Patterns of Management.The road taken and the path forward for HR devolution research: An evolutionary review (2021)The road taken and the path f…From Bipartite to Tripartite Devolved HRM in Professional Service Contexts: Evidence from Hospitals in Three Countries (2015)From Bipartite to Tripartite …Organizational culture and leadership (1993)Self-Efficacy: The Exercise of Control (1999)Micro‐Practices of Strategic Sensemaking and Sensegiving: How Middle Managers Interpret and Sell Change Every Day* (2005)Organizational Ambidexterity: Antecedents, Outcomes, and Moderators (2008)Sensemaking in Crisis and Change: Inspiration and Insights From Weick (1988) (2010)Diffusion of Innovations 1 (2019)Review of Psychometric theory (2nd ed.). (1979)Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions (2000)The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model (2012)An Aspirational Framework for Strategic Human Resource Management (2013)An Aspirational Framework for Strategic Human Resource Management (2014)The Handbook of Social Psychology (1969)Firm Resources and Sustained Competitive Advantage (1991)Sensemaking in Organizations (1996)A Socially Embedded Model of Thriving at Work (2005)Knowledge Exchange and Combination: The Role of Human Resource Practices in the Performance of High-Technology Firms (2006)Developing a capacity for organizational resilience through strategic human resource management (2010)Case Study Research: Design and Methods (1984)Case Study Research: Design and Methods (1991)The Knowledge-Creating Company (1995)The Impact of Institutional Forces Upon Knowledge Sharing in the UK NHS: The Triumph of Professional Power and the Inconsistency of Policy (2006)Identifying, Enabling and Managing Dynamic Capabilities in the Public Sector* (2007)The Interface of the Top Management Team and Middle Managers: A Process Model (2011)Categorizing Strategic Issues: Links to Organizational Action (1987)The strategy process, middle management involvement, and organizational performance (1990)Middle management involvement in strategy and its association with strategic type: A research note (1992)Post‐acquisition Integration as Sensemaking: Glimpses of Ambiguity, Confusion, Hypocrisy, and Politicization (2003)Strategy-Process Research: What Have We Learned and What Is Still to Be Explored (2006)The Causal Texture of Organizational Environments (1965)What is job satisfaction? (1969)Gender and leadership style: A meta-analysis. (1990)From Intended Strategies to Unintended Outcomes: The Impact of Change Recipient Sensemaking (2005)The Middle Management Perspective on Strategy Process: Contributions, Synthesis, and Future Research (2008)Middle Managers, Strategic Sensemaking, and Discursive Competence (2010)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK. (1990)A Dynamic Theory of Organizational Knowledge Creation (1994)HRM and performance: what next? (2005)Beyond the Demand-Control Model (2010)Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM (2019)Shared leadership theory (2008)Rethinking ‘Top‐Down’ and ‘Bottom‐Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2016)
this work references cited by second hop

References

  • 1979The Social Psychology of Organizations.12,235 cited
  • 1962New Patterns of Management.3,105 cited
  • 2004Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System2,992 cited
  • 2002Emotional Balancing of Organizational Continuity and Radical Change: The Contribution of Middle Managers1,098 cited
  • 2006Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence925 cited
  • 1997Middle Management’s Strategic Influence and Organizational Performance728 cited
  • 2004HRM and Performance577 cited
  • 1994Dinosaurs or dynamos? Recognizing middle management's strategic role398 cited
  • 2005The Antecedents of Middle Managers’ Strategic Contribution: The Case of a Professional Bureaucracy363 cited
  • 2001In praise of middle managers.363 cited
  • 2003Devolving HR responsibility to the line271 cited
  • 2003Line manager involvement in HRM: an inside view248 cited
  • 1990What is Happening to Middle Management?226 cited
  • 2001Exploring the relationship between HR and middle managers181 cited
  • 1994Understanding the Meaning of Participation: Views from the Workplace161 cited

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  • 2002Paying the piper: choice and constraint in changing HR functional roles157 cited
  • Cited by

    • 2021The road taken and the path forward for HR devolution research: An evolutionary review34 cited
    • 2015From Bipartite to Tripartite Devolved HRM in Professional Service Contexts: Evidence from Hospitals in Three Countries30 cited