Co‐determination and strategic integration in German firms
Identifieur interne : 001479 ( Istex/Corpus ); précédent : 001478; suivant : 001480Co‐determination and strategic integration in German firms
Auteurs : Hartmut W Chter ; Michael Muller-CamenSource :
- Human Resource Management Journal [ 0954-5395 ] ; 2002-07.
Abstract
Looking at the economic development and importance of German companies in Europe, one might expect that an important aspect of a good economic performance is a well‐functioning HR system. Although a number of scholars claim this, the empirical evidence seems to point to the opposite. Several comparative studies have found that HRM in German companies is less strategically integrated and proactive than that of comparable firms in other countries. This article argues that the empirical results reported fail to grasp the essence of HRM in German firms. This lacuna is partly due to the co‐determination structure. HRM in large German firms has to be evaluated within the co‐determination structure, with the Betriebsrat (works council) being an important actor. For German firms co‐determination might even be a strategic resource. By examining this issue within such a framework, a more favourable picture of HR integration in German firms emerges.
Url:
DOI: 10.1111/j.1748-8583.2002.tb00072.x
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ISTEX:F88230A0DCC60F763A03A44927B7A07EBBD35BC4Le document en format XML
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Although a number of scholars claim this, the empirical evidence seems to point to the opposite. Several comparative studies have found that HRM in German companies is less strategically integrated and proactive than that of comparable firms in other countries. This article argues that the empirical results reported fail to grasp the essence of HRM in German firms. This lacuna is partly due to the co‐determination structure. HRM in large German firms has to be evaluated within the co‐determination structure, with the Betriebsrat (works council) being an important actor. For German firms co‐determination might even be a strategic resource. By examining this issue within such a framework, a more favourable picture of HR integration in German firms emerges.</div></front></TEI><istex><corpusName>wiley</corpusName><author><json:item><name>Hartmut Wächter</name><affiliations><json:string>Trier University, Germany</json:string><json:string>E-mail: waechterh@uni‐trier.de</json:string></affiliations></json:item><json:item><name>Michael Muller‐Camen</name><affiliations><json:string>International University in Germany</json:string></affiliations></json:item></author><articleId><json:string>HRMJ76</json:string></articleId><language><json:string>eng</json:string></language><originalGenre><json:string>article</json:string></originalGenre><abstract>Looking at the economic development and importance of German companies in Europe, one might expect that an important aspect of a good economic performance is a well‐functioning HR system. Although a number of scholars claim this, the empirical evidence seems to point to the opposite. Several comparative studies have found that HRM in German companies is less strategically integrated and proactive than that of comparable firms in other countries. This article argues that the empirical results reported fail to grasp the essence of HRM in German firms. This lacuna is partly due to the co‐determination structure. HRM in large German firms has to be evaluated within the co‐determination structure, with the Betriebsrat (works council) being an important actor. For German firms co‐determination might even be a strategic resource. 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Personalmanagment als Wertschopfungs‐Center, Wiesbaden : Gabler.</title></host></json:item></refBibs><genre><json:string>article</json:string></genre><host><volume>12</volume><publisherId><json:string>HRMJ</json:string></publisherId><pages><total>12</total><last>87</last><first>76</first></pages><issn><json:string>0954-5395</json:string></issn><issue>3</issue><genre><json:string>journal</json:string></genre><language><json:string>unknown</json:string></language><eissn><json:string>1748-8583</json:string></eissn><title>Human Resource Management Journal</title><doi><json:string>10.1111/(ISSN)1748-8583</json:string></doi></host><categories><wos><json:string>social science</json:string><json:string>management</json:string><json:string>industrial relations & labor</json:string></wos><scienceMetrix><json:string>economic & social sciences</json:string><json:string>economics & business </json:string><json:string>industrial relations</json:string></scienceMetrix></categories><publicationDate>2002</publicationDate><copyrightDate>2002</copyrightDate><doi><json:string>10.1111/j.1748-8583.2002.tb00072.x</json:string></doi><id>F88230A0DCC60F763A03A44927B7A07EBBD35BC4</id><score>1.0491139</score><fulltext><json:item><extension>pdf</extension><original>true</original><mimetype>application/pdf</mimetype><uri>https://api.istex.fr/document/F88230A0DCC60F763A03A44927B7A07EBBD35BC4/fulltext/pdf</uri></json:item><json:item><extension>zip</extension><original>false</original><mimetype>application/zip</mimetype><uri>https://api.istex.fr/document/F88230A0DCC60F763A03A44927B7A07EBBD35BC4/fulltext/zip</uri></json:item><istex:fulltextTEI uri="https://api.istex.fr/document/F88230A0DCC60F763A03A44927B7A07EBBD35BC4/fulltext/tei"><teiHeader><fileDesc><titleStmt><title level="a" type="main" xml:lang="en">Co‐determination and strategic integration in German firms</title></titleStmt><publicationStmt><authority>ISTEX</authority><publisher>Blackwell Publishing Ltd</publisher><pubPlace>Oxford, UK</pubPlace><availability><p>WILEY</p></availability><date>2002</date></publicationStmt><sourceDesc><biblStruct type="inbook"><analytic><title level="a" type="main" xml:lang="en">Co‐determination and strategic integration in German firms</title><author xml:id="author-1"><persName><forename type="first">Hartmut</forename><surname>Wächter</surname></persName><email>waechterh@uni‐trier.de</email><affiliation>Trier University, Germany</affiliation></author><author xml:id="author-2"><persName><forename type="first">Michael</forename><surname>Muller‐Camen</surname></persName><affiliation>International University in Germany</affiliation></author></analytic><monogr><title level="j">Human Resource Management Journal</title><idno type="pISSN">0954-5395</idno><idno type="eISSN">1748-8583</idno><idno type="DOI">10.1111/(ISSN)1748-8583</idno><imprint><publisher>Blackwell Publishing Ltd</publisher><pubPlace>Oxford, UK</pubPlace><date type="published" when="2002-07"></date><biblScope unit="volume">12</biblScope><biblScope unit="issue">3</biblScope><biblScope unit="page" from="76">76</biblScope><biblScope unit="page" to="87">87</biblScope></imprint></monogr><idno type="istex">F88230A0DCC60F763A03A44927B7A07EBBD35BC4</idno><idno type="DOI">10.1111/j.1748-8583.2002.tb00072.x</idno><idno type="ArticleID">HRMJ76</idno></biblStruct></sourceDesc></fileDesc><profileDesc><creation><date>2002</date></creation><langUsage><language ident="en">en</language></langUsage><abstract xml:lang="en"><p>Looking at the economic development and importance of German companies in Europe, one might expect that an important aspect of a good economic performance is a well‐functioning HR system. Although a number of scholars claim this, the empirical evidence seems to point to the opposite. Several comparative studies have found that HRM in German companies is less strategically integrated and proactive than that of comparable firms in other countries. This article argues that the empirical results reported fail to grasp the essence of HRM in German firms. This lacuna is partly due to the co‐determination structure. HRM in large German firms has to be evaluated within the co‐determination structure, with the Betriebsrat (works council) being an important actor. For German firms co‐determination might even be a strategic resource. By examining this issue within such a framework, a more favourable picture of HR integration in German firms emerges.</p></abstract></profileDesc><revisionDesc><change when="2002-07">Published</change></revisionDesc></teiHeader></istex:fulltextTEI><json:item><extension>txt</extension><original>false</original><mimetype>text/plain</mimetype><uri>https://api.istex.fr/document/F88230A0DCC60F763A03A44927B7A07EBBD35BC4/fulltext/txt</uri></json:item></fulltext><metadata><istex:metadataXml wicri:clean="Wiley, elements deleted: body"><istex:xmlDeclaration>version="1.0" encoding="UTF-8" standalone="yes"</istex:xmlDeclaration><istex:document><component version="2.0" type="serialArticle" xml:lang="en"><header><publicationMeta level="product"><publisherInfo><publisherName>Blackwell Publishing Ltd</publisherName><publisherLoc>Oxford, UK</publisherLoc></publisherInfo><doi origin="wiley" registered="yes">10.1111/(ISSN)1748-8583</doi><issn type="print">0954-5395</issn><issn type="electronic">1748-8583</issn><idGroup><id type="product" value="HRMJ"></id><id type="publisherDivision" value="ST"></id></idGroup><titleGroup><title type="main" sort="HUMAN RESOURCE MANAGEMENT JOURNAL">Human Resource Management Journal</title></titleGroup></publicationMeta><publicationMeta level="part" position="07003"><doi origin="wiley">10.1111/hrmj.2002.12.issue-3</doi><numberingGroup><numbering type="journalVolume" number="12">12</numbering><numbering type="journalIssue" number="3">3</numbering></numberingGroup><coverDate startDate="2002-07">July 2002</coverDate></publicationMeta><publicationMeta level="unit" type="article" position="0007600" status="forIssue"><doi origin="wiley">10.1111/j.1748-8583.2002.tb00072.x</doi><idGroup><id type="unit" value="HRMJ76"></id></idGroup><countGroup><count type="pageTotal" number="12"></count></countGroup><eventGroup><event type="firstOnline" date="2006-08-24"></event><event type="publishedOnlineFinalForm" date="2006-08-24"></event><event type="xmlConverted" agent="Converter:BPG_TO_WML3G version:2.3.2 mode:FullText source:HeaderRef result:HeaderRef" date="2010-03-06"></event><event type="xmlConverted" agent="Converter:WILEY_ML3G_TO_WILEY_ML3GV2 version:3.8.8" date="2014-01-27"></event><event type="xmlConverted" agent="Converter:WML3G_To_WML3G version:4.1.7 mode:FullText,remove_FC" date="2014-10-24"></event></eventGroup><numberingGroup><numbering type="pageFirst" number="76">76</numbering><numbering type="pageLast" number="87">87</numbering></numberingGroup><correspondenceTo>Contact: Hartmut Wächter, Department of Business Studies, Trier University, Fachbe reich IV‐ Betriebswirtschaftslehre, D‐54286 Trier, Germany. Email: <email normalForm="waechterh@uni-trier.de">waechterh@uni‐trier.de</email></correspondenceTo><linkGroup><link type="toTypesetVersion" href="file:HRMJ.HRMJ76.pdf"></link></linkGroup></publicationMeta><contentMeta><countGroup><count type="referenceTotal" number="64"></count><count type="linksCrossRef" number="3"></count></countGroup><titleGroup><title type="main">Co‐determination and strategic integration in German firms</title></titleGroup><creators><creator creatorRole="author" xml:id="cr1" affiliationRef="#a1" corresponding="yes"><personName><givenNames>Hartmut</givenNames><familyName>Wächter</familyName></personName></creator><creator creatorRole="author" xml:id="cr2" affiliationRef="#a2"><personName><givenNames>Michael</givenNames><familyName>Muller‐Camen</familyName></personName></creator></creators><affiliationGroup><affiliation xml:id="a1" countryCode="DE"><unparsedAffiliation>Trier University, Germany</unparsedAffiliation></affiliation><affiliation xml:id="a2" countryCode="DE"><unparsedAffiliation>International University in Germany</unparsedAffiliation></affiliation></affiliationGroup><abstractGroup><abstract type="main" xml:lang="en"><p>Looking at the economic development and importance of German companies in Europe, one might expect that an important aspect of a good economic performance is a well‐functioning HR system. Although a number of scholars claim this, the empirical evidence seems to point to the opposite. Several comparative studies have found that HRM in German companies is less strategically integrated and proactive than that of comparable firms in other countries. This article argues that the empirical results reported fail to grasp the essence of HRM in German firms. This lacuna is partly due to the co‐determination structure. HRM in large German firms has to be evaluated within the co‐determination structure, with the <i>Betriebsrat</i> (works council) being an important actor. For German firms co‐determination might even be a strategic resource. 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Although a number of scholars claim this, the empirical evidence seems to point to the opposite. Several comparative studies have found that HRM in German companies is less strategically integrated and proactive than that of comparable firms in other countries. This article argues that the empirical results reported fail to grasp the essence of HRM in German firms. This lacuna is partly due to the co‐determination structure. HRM in large German firms has to be evaluated within the co‐determination structure, with the Betriebsrat (works council) being an important actor. For German firms co‐determination might even be a strategic resource. 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