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Table of Contents
PART I: CONNECTING STRATEGY AND HUMAN RESOURCE MANAGEMENT
Strategy and the Process of Strategic Management
Strategic HRM: 'best fit' or 'best practice'?
Strategic HRM and Sustained Competitive Advantage
PART II: MANAGING WORK AND PEOPLE: SEARCHING FOR GENERAL PRINCIPLES
Work Systems and the Changing Economics of Production
Managing Employee Voice
Managing Individual Employment Relationships
Linking HR Systems to Organisational Performance
PART III: MANAGING PEOPLE IN DYNAMIC AND COMPLEX BUSINESS CONTEXTS
Human Resource Strategy and the Dynamics of Industry-based Competition
Human Resource Strategy in Multidivisional and Multinational Firms
Conclusions and Implications