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Cited by

• 2008The Routledge Companion to Strategic Human Resource Management163 cited
• 1999Linking individual performance to business strategy: The people process model129 cited
• 2003The interface between health sector reform and human resources in health128 cited
• 1998HRM strategies and labour turnover in the hotel industry: A comparative study of Australia and Singapore128 cited
• 2003Career systems in transition123 cited
• 2015Identifying critical HR practices impacting employee perception and commitment during organizational change113 cited
• 2020High-performance work systems and key employee attitudes: the roles of psychological capital and an interactional justice climate110 cited
• 2008Strategic HRM in China: Configurations and competitive advantage105 cited
• 2008Job analysis for a changing workplace103 cited
• 2005The Indian perspective of strategic HR roles and organizational learning capability96 cited
• 2005Strategic human resource management in European transition economies: building a conceptual model on the case of Slovenia95 cited
• 2010Practitioner talk: the changing textscape of HRM and emergence of HR business partnership95 cited
• 2008New insights into the link between HRM integration and organizational performance: the moderating role of influence distribution between HRM specialists and line managers