Toward a contextual model of human resource strategy: Lessons from the reynolds corporation

Abstract

Human Resource ManagementVolume 24, Issue 1 p. 91-112 Article Toward a contextual model of human resource strategy: Lessons from the reynolds corporation† Craig C. Lundberg, Craig C. Lundberg Craig Lundberg is a Professor of Organization and Management at the University of Southern California, School of Business Administration, where he serves as Chairman of the Management Department. Prior to joining the USC faculty he had served as Dean of the School of Business Administration at the State University of New York, Binghampton. He consults widely in the public and private sector, and is the author of numerous articles in academic and practitioner-oriented journals. He is the editor of the Organizational Behavior Teaching Review.Search for more papers by this author Craig C. Lundberg, Craig C. Lundberg Craig Lundberg is a Professor of Organization and Management at the University of Southern California, School of Business Administration, where he serves as Chairman of the Management Department. Prior to joining the USC faculty he had served as Dean of the School of Business Administration at the State University of New York, Binghampton. He consults widely in the public and private sector, and is the author of numerous articles in academic and practitioner-oriented journals. He is the editor of the Organizational Behavior Teaching Review.Search for more papers by this author First published: Spring 1985 https://doi.org/10.1002/hrm.3930240108Citations: 11 † The support of the Graduate School of Business Administration, University of Southern California, is gratefully acknowledged, as are the many courtesies by the executives of the “Reynolds Corp.” Appreciation for stimulus and insight goes, too, to the Symposium on the Human Resource Leadership Challenge sponsored by the Graduate School of Business Administration, University of Michigan. AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume24, Issue1Spring 1985Pages 91-112 RelatedInformation