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Article: Concurrent and disconnected change programmes: Strategies in support of servitization and the implementation of business partnering

TitleConcurrent and disconnected change programmes: Strategies in support of servitization and the implementation of business partnering
Authors
Issue Date2010
PublisherBlackwell Publishing Ltd. The Journal's web site is located at http://www.blackwellpublishing.com/journal.asp?ref=0954-5395&site=1
Citation
Human Resource Management Journal, 2010, v. 20 n. 3, p. 258-276 How to Cite?
AbstractFor many leading engineering companies, the integration of services into product offerings is seen to comprise an important shift in the underlying business model. This movement has been termed the 'servitization of business'. Within this debate, however, scant attention has been given to the human resource (HR) implications of servitization. An exploratory case study illustrates the HR challenges associated with servitization and the way in which these interact with a concurrent change programme concerned with the implementation of 'business partnering'. The findings highlight the emergent complexities resulting from these two change programmes being rolled out simultaneously. Although contested across different divisions, the shift to servitization continuously disrupts the implementation of business partnering with little alignment between the two espoused initiatives. Furthermore, the rate of strategic change within the company in response to changing markets continuously acts to erode the coherence of the acclaimed move to business partnering. In consequence, the HR policies and practices struggle to maintain contact with the company's strategic direction. © 2010 Blackwell Publishing Ltd.
Persistent Identifierhttp://hdl.handle.net/10722/146356
ISSN
2015 Impact Factor: 1.845
2015 SCImago Journal Rankings: 1.158
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorRaja, JZen_HK
dc.contributor.authorGreen, SDen_HK
dc.contributor.authorLeiringer, Ren_HK
dc.date.accessioned2012-04-20T02:05:29Z-
dc.date.available2012-04-20T02:05:29Z-
dc.date.issued2010en_HK
dc.identifier.citationHuman Resource Management Journal, 2010, v. 20 n. 3, p. 258-276en_HK
dc.identifier.issn0954-5395en_HK
dc.identifier.urihttp://hdl.handle.net/10722/146356-
dc.description.abstractFor many leading engineering companies, the integration of services into product offerings is seen to comprise an important shift in the underlying business model. This movement has been termed the 'servitization of business'. Within this debate, however, scant attention has been given to the human resource (HR) implications of servitization. An exploratory case study illustrates the HR challenges associated with servitization and the way in which these interact with a concurrent change programme concerned with the implementation of 'business partnering'. The findings highlight the emergent complexities resulting from these two change programmes being rolled out simultaneously. Although contested across different divisions, the shift to servitization continuously disrupts the implementation of business partnering with little alignment between the two espoused initiatives. Furthermore, the rate of strategic change within the company in response to changing markets continuously acts to erode the coherence of the acclaimed move to business partnering. In consequence, the HR policies and practices struggle to maintain contact with the company's strategic direction. © 2010 Blackwell Publishing Ltd.en_HK
dc.languageengen_US
dc.publisherBlackwell Publishing Ltd. The Journal's web site is located at http://www.blackwellpublishing.com/journal.asp?ref=0954-5395&site=1en_HK
dc.relation.ispartofHuman Resource Management Journalen_HK
dc.titleConcurrent and disconnected change programmes: Strategies in support of servitization and the implementation of business partneringen_HK
dc.typeArticleen_HK
dc.identifier.emailLeiringer, R:roine.leiringer@chalmers.seen_HK
dc.identifier.authorityLeiringer, R=rp01592en_HK
dc.description.naturelink_to_subscribed_fulltexten_US
dc.identifier.doi10.1111/j.1748-8583.2009.00124.xen_HK
dc.identifier.scopuseid_2-s2.0-77954847578en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-77954847578&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume20en_HK
dc.identifier.issue3en_HK
dc.identifier.spage258en_HK
dc.identifier.epage276en_HK
dc.identifier.eissn0954-5395-
dc.identifier.isiWOS:000294733500003-
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridRaja, JZ=27268024900en_HK
dc.identifier.scopusauthoridGreen, SD=7403568413en_HK
dc.identifier.scopusauthoridLeiringer, R=12753583200en_HK

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