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Organizational Strategy And Staffing, John Hausknecht, Patrick Wright
Organizational Strategy And Staffing, John Hausknecht, Patrick Wright
John Hausknecht
In this chapter, we draw linkages between theory and research from strategic human resource management (and its focus on predicting unit/firm performance) with the key issues and empirical findings from the staffing and selection literature (and its focus on predicting individual performance). We organize the chapter around the fit and flexibility framework (Wright & Snell, 1998) to discuss the dual concerns of fitting staffing and selection systems to strategic needs while simultaneously enabling flexibility to respond to future demands. Implications for research and practice explain how such an approach may alter and enhance conventional views regarding staffing system characteristics such …
Aldi In Australia, Ingrid Bonn
Aldi In Australia, Ingrid Bonn
Ingrid Bonn
Extract: In 1948, the brothers Theo and Karl Albrecht opened the grocery store ‘Albrecht Discounts’ (Aldi) in Essen (Ruhr Valley), Germany. The store had a simple layout and offered a restricted number of products at a low price. The company grew rapidly, owning 13 stores in 1950 and about 300 stores in 1961 across Germany. In 1961, Theo and Karl divided the company into Aldi North (run by Theo) and Aldi South (run by Karl). The reasons for this division, according to Dieter Brandes, a former managing director of Aldi in Schleswig-Holstein, Germany, were different views about how to develop …
Sustainability- The Missing Ingredient In Strategy, Ingrid Bonn, Josie Fisher
Sustainability- The Missing Ingredient In Strategy, Ingrid Bonn, Josie Fisher
Ingrid Bonn
While strategy has been addressed in the literature since the 1960s and sustainability has received a lot of attention recently, there has been little attention paid to the question of how sustainability considerations might be integrated into an organisation's strategy. In this paper a framework that outlines how sustainability can be addressed strategically in organisations is introduced and analysed. It is argued that all three dimensions of sustainability- economic, environmental and social- must be integrated into all aspects of an organisation's strategy and need to be addressed on an ongoing basis.