Abstract
AbstractDespite the growing interest in Strategic Human Resource Management (SHRM), little is known about the process by which organizations adapt their HR practices to changes in the environment. In order to open this “black box”, we transpose 11 theoretical perspectives of organizational change from the field of management to HRM. In addition, we highlight their contributions according to the dimensions of change: 1) the “what” (the nature of the change in HR practices); 2) the “why” (triggers for change); 3) the “what for” (the goals targeted by the change); 4) the “how” (the process by which the change in HR practices is implemented).
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
