Anthony J. Nyberg , David G. Collings , John F. McMackin , Patrick M. Wright
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引用次数: 0
Abstract
Recent workforce disruptions including work relocation, machine learning, and widespread layoffs, have increased the challenges that business leaders face. These disruptions to the workforce have highlighted the importance and challenges of leadership. To understand how the dramatic workforce changes are affecting the roles and requirements of business leaders, we collected data from senior business leaders about how they navigated and, in many cases, transformed their organizations through crisis. We also interviewed senior business leaders about what is needed to guide the modern organization. Based on these learnings, we formulated explanations for how senior business leaders can be successful, particularly during times of upheaval. The combination of learnings allows us to consider how senior business leaders can learn from crises to positively affect organizational performance for the long-term and what organizations can learn about senior business leaders during challenging times.
期刊介绍:
The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding.
Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.