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The role of human resource management in concurrent engineering approaches to product innovation: Australian and indonesian experiences

Journal Article


Abstract


  • Where human resource management (HRM) has been addressed in concurrent engineering (CE), it has been universalistic, prescriptive, and issues rather than system based. This article challenges this perspective through a critical examination of CE and its associated cross-functional arrangements. Following a review of HRM in CE, an analytic framework is proposed for the systematic exploration of HRM in product innovation. Next, a case analysis of HRM involvement in CE initiatives in Australian and Indonesian manufacturing firms is undertaken, and the implications for real and rhetorical change in CE practices are discussed. © 1998 John Wiley & Sons, Inc.

Publication Date


  • 1998

Scopus Eid


  • 2-s2.0-0032025438

Web Of Science Accession Number


Start Page


  • 125

End Page


  • 139

Volume


  • 8

Issue


  • 2

Abstract


  • Where human resource management (HRM) has been addressed in concurrent engineering (CE), it has been universalistic, prescriptive, and issues rather than system based. This article challenges this perspective through a critical examination of CE and its associated cross-functional arrangements. Following a review of HRM in CE, an analytic framework is proposed for the systematic exploration of HRM in product innovation. Next, a case analysis of HRM involvement in CE initiatives in Australian and Indonesian manufacturing firms is undertaken, and the implications for real and rhetorical change in CE practices are discussed. © 1998 John Wiley & Sons, Inc.

Publication Date


  • 1998

Scopus Eid


  • 2-s2.0-0032025438

Web Of Science Accession Number


Start Page


  • 125

End Page


  • 139

Volume


  • 8

Issue


  • 2