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Flexible Systems in HR

Bamel, Umesh
; 
Stokes, Peter
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Affiliation
Indian Institute of Management Raipur; University of Chester
EPub Date
Publication Date
2016-02-26
Submitted Date
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Chester Business School
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Abstract
Research on the concept of ‘flexibility’ has produced a substantive scholarly in recent decades and has evolved as a focal area of management research (Mønsted 1991; Sushil 1994; Skipper et al. 2014; Krishna et al. 2015). According to Sushil (2001) ‘Flexibility offers freedom of choice and is highly context specific’. Here, ‘context specific’ refers to the role of contingencies within flexibility which might render it as a form of a firm’s dynamic capability. The dynamic capability scholarship argues that in order to achieve excellence, organizations should develop capabilities complementary to their competencies (Teece et al. 1997; Helfat and Peteraf 2009). Thus, flexible HR practices can help organizations in achieving sustainable competitiveness through creating, integrating, reconfiguring, and building on its human resource base. For example, organizations can achieve competitive edge by customizing training and development programs.
Citation
Bamel, U., & Stokes, P. (2016). Flexible Systems in HR. Global Journal of Flexible Systems Management, 17(1), 1-3. DOI: 10.1007/s40171-016-0125-5
Publisher
Springer
Journal
Global Journal of Flexible Systems Management
Research Unit
URI
http://hdl.handle.net/10034/600436
DOI
10.1007/s40171-016-0125-5
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PubMed Central ID
Type
Article
Language
en_US
Description
Editorial special issue
The final publication is available at Springer via http://dx.doi.org/10.1007/s40171-016-0125-5
Series/Report no.
ISSN
0974-0198
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ISBN
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http://link.springer.com/article/10.1007%2Fs40171-016-0125-5