Sustainable HRM: Bridging theory and practice through the ‘Respect Openness Continuity (ROC)’-model
Peggy De Prins,
Lou Van Beirendonck,
Ans De Vos and
management revue. Socio-economic Studies, 2014, vol. 25, issue 4, 263-284
Although the academic debate on the link between Corporate Social Responsibility (CSR) and HRM is relatively young, it is generating increasing interest. We suggest that sustainable HRM is a next, innovative and promising domain for theory building, research and practice in the field of HRM. It nonetheless poses several new challenges. To date, the literature on this topic is inconsistent, and the field therefore lacks clear lines, fine-tuning and conceptual/practical maturity. In this context, the ‘Respect Openness Continuity (ROC)’-model is introduced. This model proceeds from the proposition that sustainable HRM forms a subsequent stage in the tradition of HRM thinking. In recent years, mainstream HRM has been strongly identified with strategic HRM thinking. In developing a model for sustainable HRM, various theoretical viewpoints beyond the strategic HRM tradition are explored and assessed for their potential contributions to a framework for sustainable HRM that can bridge theory and practice.
Keywords: corporate social responsibility; critical HRM; ethics; institutional theory; stakeholder theory; sustainable HRM; paradox lens (search for similar items in EconPapers)
JEL-codes: J59 J62 J80 M12 M54 (search for similar items in EconPapers)
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