How can different organizations with different organizational aims create hybrid organizational forms via interactions?
How organizations create a strategic link between organizational aims, HR systems and performance is the cornerstone of strategic HRM research.
It argues that in reaction to uncertainty in the environment, an organization tends to choose an accepted organizational form in order to achieve organizational aims.
In essence, it is a practice of utilizing a nominal organizational form to achieve certain organizational aims; the actual operation of the organization is different from its nominal form.
As Tyson (1997) points out, the concept of HR strategy may be interpreted either in terms of organizational fit, the variety of HR policies or practices and, accordingly, their successful implementation (Gratton and Truss 2003; Khilji and Wang 2006), or as a process of decision-making and leadership by which the HR strategy is negotiated and combined to pursue organizational aims.
Consequently, the interests of faculties, staffs, and leaders converge toward common organizational aims.
Their organizational design aims to ensure effective communication, coordination, and integration across the total network.
This paper aims at positioning organizational design as an important phenomenon in the field of project management with a high potential of contributing to organizational theory.
For managers, policy-makers and health executives, the proposed framework offers new insights into key components that shape the organization of nursing services at the point of care and provides a valuable tool to guide the design of organizational interventions aimed at improving nursing care organization.
The first paper investigates the role of organizational structures aimed at monitoring corporate risk.
Mr. Richard last month announced an organizational overhaul aimed at improving human resources management and simplifying management structures.
