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Management Decisions

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Опубликовано на портале: 03-10-2003
Kerstin Pull Management Decisions. 2002.  Vol. 40. No. 7. P. 647-654. 
At a time of intensifying uncertainty, managerial flexibility to adapt to changes in the economic environment is increasingly important. Different business locations, it is frequently argued, offer this flexibility to differing degrees, labor law being one essential factor in determining the resulting attractiveness of a country as a business location. This paper takes an options perspective in order to grasp the potential effect of labor law on location decisions. The option value of an investment, it is argued, is influenced, among other factors, by labor law provisions. Depending on their preference for a certain set of options, different investors will prefer different labor market settings. The ability of the options perspective to assess the role of labor law for the attractiveness of international business locations is exemplified in a British-German comparison and confronted with data on the composition of foreign direct investment in the two countries.
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Опубликовано на портале: 20-04-2003
Bruce E. Kaufman Management Decisions. 2002.  Vol. 40. No. 10. P. 962 - 979. 
This paper surveys the contribution of economics and industrial relations (E/IR) to the development of the field of personnel/human resource management (P/HRM). A brief review of existing accounts of the evolution of the field reveals that they give little mention to the role of E/IR. A re-examination of the early years of P/HRM suggests, however, that this is a serious omission. It is demonstrated, for example, that E/IR was in fact the principal disciplinary base for research and teaching in P/HRM in US universities into the 1940s and that for the first two decades of the field's existence the most influential and authoritative academic-based writers came from the ranks of economists and economics-trained IR scholars. After describing the reasons for this close relationship, The centrifugal forces that caused a gradual split between E/IR and P/HRM are described. This split had roots in the 1920s, became increasingly visible in the 1950s and beyond, and by the late 1980s had reached a point where the two subject areas had little intellectual or organizational interaction. The paper ends with a brief review of recent developments that herald a modest rapprochement between E/IR and P/HRM.