Catherine L Wang and Thor Indridason (2008) Commitment or contract: What drives performance in pubic private partnerships?. Business Strategy Series, 9 (2). pp. 78-90. ISSN 1751-5637
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As the practice of outsourcing business activities has become more common than ever, partnerships have increasingly been forged. The aim is to ensure superior performance through long-term integrative, organizational relationships characterized by trust and cooperation. Strategic human resource management highlights the importance of human resource (HR) practice for competitive reasons and enhanced organizational performance. However, companies’ strategic decisions on outsourcing are primarily driven by economic and financial aspirations. As a result, the HR issues fundamental to the effectiveness of the outsourcing practice are often overlooked. Based on a distinctive outsourcing activity involving a public-private partnership, we aim to reveal how the outsourcing process influences employee commitment and citizenship behavior (willingness to go the extra mile), and to provide insights for strategists, executives and HR managers to enhance their strategic HR practices in line with their outsourcing decisions.
This is a Draft version This version's date is: 2008 This item is peer reviewed
https://repository.royalholloway.ac.uk/items/f2fcc008-8a68-a674-1aa3-ff6eff8e3640/1/
Deposited by Al Dean (ZSRA118) on 09-Mar-2010 in Royal Holloway Research Online.Last modified on 06-Jan-2011
(C) 2006 Emerald, whose permission to mount this version for private study and research is acknowledged. The repository version is the author's final draft.
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