The effect of exchange rate movements on firm value is important to firms engaged in international transactions. These accounting exposures can be managed using financial instruments. However, the competitive or strategic effects that create economic exposure require firms to adopt a strategic...

Purpose – The purpose of this study is to investigate the relationship between predictability in return and investment strategy performance. Two measures that characterize investment strategies within a mean‐variance framework, an activity measure and a style measure, are developed and the...

Purpose – The aim of the paper is to study the long‐run under‐performance of UK initial public offerings (IPOs) by relating it to the pre‐IPO financial performance of the firm as well as the managerial decisions taken before the IPO. Design/methodology/approach – The three‐year share...

Evaluates the levels of strategic “integration” of human resource management (HRM) into the corporate strategy and “devolvement” of responsibility for HRM to line managers in the UK manufacturing sector. Summarises, initially, some of the primary theoretical debates existing in the HRM...

Systematically evaluates changes in people management in one case study, the London Borough of Brent, as the major arena for the regulation of employment relations in local government moves from the national to the authority level. Considers the impact of upstream decisions on mission, purpose...

Contingency theory holds that human resource management methods are selected in accordance with the type of competitive strategy adopted by a business. It moreover assumes that companies that closely coordinate their business strategy and HRM activities achieve better performance than companies...

Purpose – Human resource management (HRM) theory has transitioned in recent decades towards “human capital” and “human assets” frameworks that emphasize strategic choice and “investment”, which are concepts borrowed from strategic management, accounting and economic theories. This...

Describes a process through which an organization moved from traditional personnel management towards a more strategically oriented human resource management. Focuses on tracking down, periodically, the actions taken by the human resource manager and his/her relationships with the strategic...

Considers the idea of linking decisions on business strategy, product market characteristics and personnel/human resource management policies. Initially explores some theoretical aspects of business strategy‐personnel policy linkages and then considers some empirical evidence from a survey of...

One of the main features of human resource management (HRM) is the emphasis on aligning the organization’s employee management practice with its strategy. It is argued that the strategy pursued by an organization needs to be supported by a compatible form of HRM practices. Each strategy has to...