Emma Parry is Professor of Human Resource Management and Head of the Changing World of Work Group at Cranfield School of Management. Her research interests focus on the impact of context on people management particularly national context, changing demographics, and technological advancement.
Michael J. Morley is Professor of Management at the Kemmy Business School, University of Limerick, Ireland. His research interests encompass international, comparative, and cross-cultural human resource management.
Chris Brewster is Professor of International Human Resource Management at Henley Business School. His research is mainly in the areas of international and comparative human resource management. He has wide experience of practitioner and academic roles.

• About the Editors


• List of Contributors
  


• 1. Contextual Approaches to Human Resource Management: An Introduction


• Emma Parry, Michael J. Morley, and Chris Brewster
  


• SECTION 1: THEORETICAL AND CONCEPTUAL LENSES


• 2. The Cultural Lens


• Hilla Peretz and Lena Knappert


• 3. Institutional Approaches to Examining the Influence of Context on Human Resource Management


• Matthew M. C. Allen and Geoffrey Wood


• 4. Critical Contextualized Studies of Human Resource Management


• Frans Bévort, Lotte Holck, and Mette Mogensen


• 5. The Performance Lens: A Public-Sector Example


• Paul Boselie and Carina Schott


• 6. Human Resource Management in Emerging Markets: Theoretical Perspectives for Understanding Contexts


• Frank M. Horwitz, Fang Lee Cooke, and Ken N. Kamoche


• 7. The Context of Terrorism for Managing People in Multinational Enterprises: Toward a Human Resource Management Terrorism-Response Theory


• Benjamin Bader and Carol Reade
  


• SECTION 2: REGIONAL AND CULTURAL CLUSTERS


• 8. Human Resource Management in the Anglo-Saxon Countries


• Geoffrey Wood and Chris Brewster


• 9. Human Resource Management in the Germanic Context


• Benjamin P. Krebs, Bernhard A. Wach, Marius C. Wehner, Astrid Reichel, Wolfgang Mayrhofer, Anna Sender, Bruno Staffelbach, and Paul Ligthart


• 10. Human Resource Management in the Nordic Context


• Frans Bévort and Arney Einarsdottir


• 11. Human Resource Management in the Postsocialist Region of Central and Eastern Europe


• Michael Morley, Andrej Kohont, Jozsef Poór, Ruta Kazlauskaite, and Veronika Kabalina


• 12. Human Resource Management in Latin European Context


• Jordi Trullen and Carlos Obeso


• 13. Human Resource Management and Industrial Relations in the Latin American Context


• Wilson Aparecido Costa de Amorim and Antonio Carvalho Neto


• 14. Human Resource Management in the African Context


• Frank M. Horwitz and Linda Ronnie


• 15. Human Resource Management in the Middle East: Current Challenges and Future Directions


• Haak-Saheem Washika and Tamer K. Darwish


• 16. Human Resource Management in Asia


• Fang Lee Cooke, Vivien T. Supangco, and Neil Rupidara


• 17. Convergence in Human Resource Management


• Wolfgang Mayrhofer, Chris Brewster, and Katharina Pernkopf
  


• SECTION 3: SECTOR AND ORGANIZATIONAL INFLUENCES


• 18. Human Resource Management in the Multinational Context


• Neil Semuel Rupidara


• 19. Human Resource Management in a Public-Sector Context


• Peter Leisink, Rick Borst, Eva Knies, and Valentina Battista


• 20. Human Resource Management in the Not-for-Profit Sector


• Emma Parry and Clare Kelliher


• 21. Human Resource Management in the Family Business Context


• Eleni Stavrou


• 22. Human Resource Management within a Trade Union Context


• Lorraine Ryan and Jonathan Lavelle
  


• SECTION 4: THE FUNCTIONAL CONTEXT AND ACTIVITIES


• 23. Individual-Level Rewards and Appraisal: The Influence of Context


• Paul Gooderham and Wolfgang Mayrhofer


• 24. Human Resource Development


• Noreen Heraty


• 25. Well-Being in Industrialized Economies and the Case for Firms' Investment in Employee Learning


• Olga Tregaskis


• 26. The Diversity Context of Human Resource Management


• Robin Kramar and Denise Mary Jepsen


• 27. Human Resource Management Outsourcing


• Mila Lazarova and Astrid Reichel


• 28 The Profile of the Human Resource Management Director: One Size Fits All?


• Anna Sender, Bruno Staffelbach, and Wolfgang Mayrhofer


• 29 Is the Human Resource Management Department Becoming More Strategic? Exploring the Latest Global Evidence


• Elaine Farndale and Maja Vidovic
  


• Index

The Oxford Handbook of Contextual Approaches to Human Resource Management provides both conceptual and empirical analyses using a range of different lenses in order to provide a detailed examination of how context affects the design and implementation of HRM activities.