在知识经济中，人力资源外包如何影响组织学习外文翻译.docVIP

外文翻译 原文 How Human Resource Outsourcing Affects Organizational knowledge in the Knowledge Economy Material Source: A previous version of this paper was presented at the Administrative Sciences Association of Canada (ASAC) Annual Meeting, Toronto, Canada, June 2005. Author: Francine Schlosser, Andrew Templer and Denise Ghanam The global shift toward a knowledge economy highlights adaptability and knowledge management inherent in organizational learning as critical to organizational success. Yet, as the Economist Special Investigation on Outsourcing (Edwards, 2004) points out, this new adaptation of Internet technology is driving the development of service outsourcing. Of particular concern in North America is off support--the outsourcing of work to lower wage economies overseas, especially China and India. Additionally, more and more companies seek to expand its workforce to maintain a flexible employment. Outsourcing and contingent employment contracts make it more difficult to maintain organizational learning and identity. Employees play a critical role in enhancing organizational learning; so HRM contributes strategically to outsourcing by enhancing organizational learning and maintaining corporate culture. Temporary staffing strategies place considerable stress on employment relationships, especially in the psychological contract (Rousseau and Wade-Benzoni, 1995), which can result in a significant loss of learning capital, though benefits may result from the infusion of new ideas outside the company. This individual contribution must be captured through the active participation of HRM at the strategy table. The outsourcing of many HRM functions may complicate this solution. Therefore, the researcher interested in the question is: How can the strategic contributions of HR to organizational learning, and retain this new situation, training and outsourcing the work force? Although organizational learning has become a hot research topic, spawning researc