The changing face of employment management in local government

Article Abstract:

The example of Bradford, England is used to illustrate the changing nature of employment management in local government in the UK. UK governments under both the Labour Party and the Conservative Party attempted to implement human resources management (HRM) policies on local governments as a means to affect a reorientation of local government to the provision of service to their 'customers', the populace. The example of local government put HRM techniques to a severe test. HRM techniques rely on individualistic rather than collectivist approaches to managing employees and the example of Bradford suggests that particular institutional features of local government limits the absorption of HRM techniques, but conversely, also offers the potential for adoption of some techniques.

Research, Methods, Human resource management, Management research, Local government, Public employees, Government employees, Bradford, England, Great Britain

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A dynamic model of trust development and knowledge sharing in strategic alliances

Article Abstract:

Review of the literatures on trust and knowledge sharing and establishment of dynamic conceptualizations of both concepts is undertaken. An attempt is made to develop and integrate trust development (TD) and knowledge sharing (KS) in a dynamic setting and the TD/KS model is presented, which describes how alliances are formed, developed and dissolved, based on level of trust and knowledge sharing between partners.

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The knowledge work of general managers

Article Abstract:

A study on the organizational investigation research and the strategic management literature and the growing literature on knowledge management, used by general managers, are presented.

Works, Organizational research

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