Duality theory: new directions for human resource and organizational management
Author: Evans, Paul A. L. INSEAD Area: Organisational Behaviour In: Personalfunktion der Unternehmung im Spannungsfeld von Humanität und wirtschaftlicher Rationalität - Lattmann, Charles;Staffelbach, Bruno - 1991 - Book Language: EnglishDescription: p. 97-125.Type of document: INSEAD ChapterNote: Please ask us for this itemAbstract: This chapter outlines duality theory and its relevance to human resource management (HRM). Complex organizations today are beseiged by dualities, and the basic paradigm for management and organization is changing from the "structuring" framework of the 60s and the "fit/contingency" framework of the 70s and early 80s to a duality paradigm. Duality theory is summarised as is the evidence for its validity. It is argued that resolving dualities is a key process in organizational development and learning, and examples are provided to show the implications for HRM and personnel policy. Finally, it is suggested that HRM is becoming a major component of organization. The author outlines the dualistic perspective on organization and reviews the evidence for its validity, and looks at how dualities may drive processes of organizational development, learning and innovation, using examples of selected dualities to highlight the role of HRM as an integral component of organization.| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Digital Library | Available | BC000518 |
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This chapter outlines duality theory and its relevance to human resource management (HRM). Complex organizations today are beseiged by dualities, and the basic paradigm for management and organization is changing from the "structuring" framework of the 60s and the "fit/contingency" framework of the 70s and early 80s to a duality paradigm. Duality theory is summarised as is the evidence for its validity. It is argued that resolving dualities is a key process in organizational development and learning, and examples are provided to show the implications for HRM and personnel policy. Finally, it is suggested that HRM is becoming a major component of organization. The author outlines the dualistic perspective on organization and reviews the evidence for its validity, and looks at how dualities may drive processes of organizational development, learning and innovation, using examples of selected dualities to highlight the role of HRM as an integral component of organization.
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