Introducing Sustainability into HRM

  • Ina Ehnert
Part of the Contributions to Management Science book series (MANAGEMENT SC.)


This dissertation, Sustainable Human Resource Management: A Conceptual and Exploratory Analysis from a Paradox Perspective builds primarily on the recently emerging literature linking the concept of sustainability and human resource (HR) issues. Furthermore, it draws on relevant insights in established fields of research such as Strategic HRM (SHRM), Sustainable Resource Management (SRM), and organisation theory. Practical relevance of this topic is deduced in this introduction from examples as well as from the literature on sustainability and HRM.1

Over the past two decades, technological developments, competitive demands, and globalisation have caused dramatic changes within and across organisations (e.g., Barkema et al. 2002), and have transformed general conditions for Human Resource Management (HRM) strategy and decision-making (e.g., Scholz 2000). Developments within and outside of organisations are drivers for and reactions to an increasing pressure for competitiveness and flexibility influencing HR practices and strategies (Gmür and Klimecki 2001; Oechsler 2004a; Schuler and Jackson 2005). Trends such as demographic development, internationalisation and globalisation, or lack of quality in some educational systems have only just started slipping into the consciousness of practitioners and researchers highlighting the need for more sustainable HR practices and strategies.


Corporate Social Responsibility Human Resource Management Feedback Effect Human Resource Management Practice Human Resource Practice 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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Copyright information

© Physica-Verlag Berlin Heidelberg 2009

Authors and Affiliations

  1. 1.University of BremenBremenGermany

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