Human Resources Management Evolving paradigms and research issues from an integrated stakeholder perspective

  • Jan Kees Looise
  • Jaap Paauwe


According to the WetenschapsverkenningPersoneelsweteneshappen (Scien-tific Review of Personnel Science in the Netherlands) (1993), HRM research in the Netherlands has largely disintegrated, has an overwhelmingly mono-disciplinary character and is dominated by short-term and instrumental perspectives, When we started to compose this state-of-the-art paper (in 1996), we did not expect radical changes in the short term, and our findings confirm this. Our inventarisation also shows many of the aspects indicated by the Wetenschapsverkenning, On the other hand, we also discovered some new and more positive signals, One of these is a growing focus in Dutch HRM research on core issues within the HR field, The research thus becomes of more interest to practitioners, who, up to now, have experienced a large gap between their own needs and existing HR research- Last, but not least, interesting developments seem to be taking place in the form of mere multidisciplinary approaches and integrated theory development. In our opinion, these multi-disciplinary approaches and integrated theories can make an important contribution to a more balanced position of HRM in the Netherlands (and elsewhere), Compared to the position of HRM in the Anglo-Saxon countries, HRM in the Netherlands still has a strong institutional focus, although, in some respects, radical changes are taking place in the direction of HRM, Anglo-Saxon style.


Trade Union Human Resource Management Industrial Relation Personnel Management Work Council 
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.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Akkermann, K.F., 1986. ‘A contingency model of HRM strategy’, Paper presented at EIASM, Brussels.Google Scholar
  2. Beer, M., B. Spector, P. Lawrence, D. Mills and R. Walton, 1984. Human Resources Management: A General Manager’s perspective, New York, Free Press.Google Scholar
  3. Bolweg, J.F., 1989. ‘Internalisering van de arbeidsverhoudingen en politisering van het personeelsmanagement’ (Internalisation of labour relations and the politising of personnel management), in: J.F. Bolweg and F. Kluytmans, De noodzaak van nieuwe verhoudingen (The necessity of new relations), Deventer, Kluwer.Google Scholar
  4. Bolwijn P.T. and T. Kumpe, 1990. ‘Manufacturing in the 1990’s—productivity, flexibility and innovation’, Long Range Planning 23(4).Google Scholar
  5. Bolwijn, P.T and T. Kumpe, 1996. ‘About facts, fiction and forces in Human Resource management’, Human Systems Management 15(3).Google Scholar
  6. Brewster, C., 1993. ‘Developing a “European” model of human resource management’. Internationaljournal of Human Resource Management 4(4).Google Scholar
  7. Brewster, C., 1994. ‘European HRM. Reflection of, or challenge to, the American concept?’, in: P.S. Kirkbride (ed.), Human Resource Management in Europe. Perspectives for the 1990s, London, Routledge.Google Scholar
  8. Buitendam, A., 1979. Personeelsafdelingen in de industrie. Een empirisch onderzoek naar de structuur en het functioneren van personeelsafdelingen in industriële ondernemingen in Nederland (Personnel departments in industry, an empirical research to the structure and functioning of personnel departments in industrial enterprises in The Netherlands), Groningen, Konstapel.Google Scholar
  9. Bartlett C. and S. Goshal, 1989. Managing across borders: Transnational solutions, Boston, MA, Harvard Business School Press.Google Scholar
  10. Burrell, G. and G. Morgan, 1979. Sociological paradigms and organisational analysis, London, Heinemann.Google Scholar
  11. Dyer, L., 1983. Human resource management: evolving roles & responsibilities, ASP A/ BNA series.Google Scholar
  12. Eelens, L., 1995. ‘The fallacy of fit’. Paper for the seminar group on HRM master course 1994/5. Erasmus University Rotterdam.Google Scholar
  13. Flood P., M. Cannon and J. Paauwe, 1996. ‘Managing without Traditional Methods: International Innovations in Strategic Human Resource Management’, London, Addison Wesley.Google Scholar
  14. Fombrun, C., N.M. Tichy and M.A. Devanna, 1984. Strategic Human Resource Management. Chichester, Sussex, John Wiley.Google Scholar
  15. Guest, D.E., 1996. ‘Human resource management and performance: a review and research agenda’, The international Journal of Human Resource Management 8 (June).Google Scholar
  16. Have, K. ten, 1993. Markt, organisatie en personeel in de industrie. Een empirisch onderzoek naar produktieregimes als configuraties van arbeidsdeling en arbeidsrelaties (Market, organisation and personnel in industry. An empirical research to production regimes as configurations of division of labour and labour relations), Tilburg, Tilburg University Press.Google Scholar
  17. Hendry, C., and A. Pettigrew, 1990. ‘Human Resource Management: an agenda for the 1990s’. International Journal of Human Resource Management 1(1).Google Scholar
  18. Hoof, J.J. van, 1995. ‘Arbeidsbestel op een keerpunt’ (Labour relations at a turning point), in: L. Faasse, M. Ott and C.J. Vos (eds.), Nieuwe breukvlakken in het arbeidsbestel? (New cracks in the labour relations?), Utrecht, De Tijdstroom.Google Scholar
  19. Horwitz, F.M., 1990. ‘HRM, an ideological perspective’, Personnel Review, 19(2).Google Scholar
  20. Kamoche, K., 1991. ‘Human Resource Management: A Multiparadigmatic Analysis’, Personnel Review, 20(4).Google Scholar
  21. Kamoche, K., 1994. ‘A critique and an proposed reformulation of strategic human resource management’, in: Human Resource Management Journal 4(4).Google Scholar
  22. Kluytmans, F. and J. Paauwe, 1991. ‘HRM denkbeeiden: De balans opgemaakt’ (HRM ideas: making-up of accounts), M&O, Tijdschrift voor Organisatiekunde en Sociaal Beleid (Journal for Organisation Management and Social Policy) 45(4).Google Scholar
  23. Kluytmans, F., and E. van Sluijs, 1995. ‘De relatie tussen bedrijfsbeleid en personeelsmanagement’ (The connection between company policy and personnel management), Tijdschrift voor Arbeidsvraagstukken (Journal for Labour Issues) 11(1).Google Scholar
  24. Legge, K., 1995. Human Resource Management. Rhetorics and Realities. Houndmills, MacMillan Business.Google Scholar
  25. Looise, J.C. and F.G.M. de Lange, 1987. Ondernemingsraden, bestuurders en besluitvorming. Eindrapport onderzoek ondernemingsraden (Works councils, (top)managers and decision making. Final report research on works councils), Nijmegen, ITS.Google Scholar
  26. Looise, J.C., 1996. Sociale innovatie moet, maar hoe? (Social innovation is needed, but how?), Oratie (Inaugural oration), University of Twente.Google Scholar
  27. Looise, J.C., F.G.M. de Lange, J. de Leede and M. van Riemsdijk, 1997. ‘Balancing between Cost Effectiveness and Commitment: Labour Flexibility Strategies in an Institutional Context’. Paper presented at the 13th EGOS Colloquium, Budapest, July 1997.Google Scholar
  28. Macduffie, P.C., 1995. ‘Human resource bundles and manufacturing performance’, Industrial and Labor Relations review 48(2).Google Scholar
  29. Maenhout, J.M.M. and J.J. van Hoof, 1993. Personeelsresearch in kaart gebracht. Een overzicht van personeelsonderzoek en uitvoerende organisaties in Nederland (Mapping personnel research. An overview of personnel research and research organisations in The Netherlands), SISWO-Informatief, nr. 1, Amsterdam.Google Scholar
  30. Morgan, G., 1986. Images of Organisation. London, Jossey-Bass.Google Scholar
  31. Paauwe, J., 1991. ‘Limitations to freedom: is there a choice for human resource management?’ British Journal of Management 2.Google Scholar
  32. Paauwe, J., 1994. Organiseren, een grensoverschrijdende passie (Organising, a border crossing passion), Oratie (Inaugural oration), Alphen aan den Rijn.Google Scholar
  33. Paauwe, J., 1995. ‘Kernvraagstukken op het gebied van strategisch HRM in Nederland’ (Key issues in HRM in the Netherlands). M&O, Tijdschrift voor Organisatiekunde en Sociaal Beleid (Journal for Organisation Management and Social Policy) 49(5).Google Scholar
  34. Paauwe, J., 1997. ‘Afzetmarkt, organisatie en personeelsmanagement’ (Market, organisation and personnel management), in: F. Kluytmans (ed.), Personeelsmanagement, omgeving en personeel (Personnel management, environment and personnel), Heerlen, Open University.Google Scholar
  35. Pfeffer, J. and G.R. Salancik, 1978. The external control of organisations: A resource dependency perspective. New York, Harper and Row.Google Scholar
  36. Pfeffer, J., 1993. ‘Barriers to the advance of organisational science: paradigm development as a dependent variable’, Academy of Management Review 18(4).Google Scholar
  37. Reed, M., 1996. ‘Organisational theorising: a historically contested terrain’, in: S.R. Clegg, C. Hardy and W.R. Nord, Handbook of Organisation Studies, London, Sage.Google Scholar
  38. Schilstra, K.M. and E.J. Smit, 1994. ‘Changing forms of interest representation in the Netherlands.’ Paper presented at the IIRA Regional European conference, Helsinki.Google Scholar
  39. Schilstra, K.M., 1998. The relationship between industrial relations and HRM: a dynamic conceptual framework. Rotterdam, Ph.D. dissertation, (forthcoming).Google Scholar
  40. Schipper, F., 1993. Zin in organisaties (Sense in organisations), Amsterdam, Boom.Google Scholar
  41. Sitter, L.U., 1981. Op weg naar nieuwe kantoren en fabrieken (The road to new offices and factories). Deventer, Kluwer.Google Scholar
  42. Smit, E., K. Schilstra and J. Paauwe (1995), Belangenbehartiging van werknemers: een toekomstverkenning (Interestrepresentation of workers: an exploration of the future), Den Haag, VUGA Uitgeverij BV.Google Scholar
  43. Steyaert, C., 1994. ‘Post-Human Resource Management: Personeelsmanagement in meer-voud?’ (Post-Human Resource Management: Personnel Management in plural), M&O, Tijdschrift voor Organisatiekunde en Sociaal beleid (Journal for Organisation Management and Social Policy) 48(6).Google Scholar
  44. Storey, J., 1989. New perspectives in Human Resource Management. London, Routledge.Google Scholar
  45. Storey, J., 1995. ‘Human Resource Management: still marching on, or marching out?’ in: J. Storey (ed.), European Industrial Relations. The challenge of Flexibility, London, sageGoogle Scholar
  46. Visser, J., 1992. ‘The Netherlands: The end of an Era and the end of a System’, in: G. Baglioni and C. Crouch (eds.), European Industrial Relations. The challenge of Flexibility, London, Sage.Google Scholar
  47. Watson, T.J., 1977. The personnel managers, a study in the sociology of work and employment. London, Routledge & Kegan Paul.Google Scholar
  48. Wright, P.M. and G.C. McMahan, 1992. ‘Theoretical Perspectives for Strategic Human Resource Management’, Journal of Management 18(2).Google Scholar
  49. Zuthem, H.J. van, 1979. Inleiding in de economische sociologie (Introduction in economical sociology). Amsterdam, De Bussy.Google Scholar

Copyright information

© Springer Science+Business Media Dordrecht 1998

Authors and Affiliations

  • Jan Kees Looise
    • 1
  • Jaap Paauwe
    • 2
  1. 1.Dept. of HRMUniversity of TwenteEnschedeThe Netherlands
  2. 2.Human Resource System-Research UnitErasmus University of RotterdamRotterdamThe Netherlands

Personalised recommendations