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Considering that markets today are characterized by high levels of competition and dynamism, the managerial function is becoming increasingly complex. Managers need to develop a series of skills to be able to respond to these changes in the environment. These competences must cover a broad spectrum: (1) at the strategic level, analyzing opportunities, threats, and the strengths and weaknesses of the organization in order to ensure its survival; (2) at the group or collective level, managing people who work inside and outside the company, and (3) individually, the manager must be in control of him/herself before being able to manage those in his/her charge. Thus, proactivity, creativity, team management, and stress or time management are just some of those skills that managers should not ignore. This chapter focuses on analyzing the competences that managers must develop in order to be successful in both domestic and international markets.
Rosalia Diaz-Carrion; Macarena López-Fernández; Pedro M. Romero-Fernandez. Introduction to the International Managerial Competences. Advances in Linguistics and Communication Studies 2019, 1 -19.
AMA StyleRosalia Diaz-Carrion, Macarena López-Fernández, Pedro M. Romero-Fernandez. Introduction to the International Managerial Competences. Advances in Linguistics and Communication Studies. 2019; ():1-19.
Chicago/Turabian StyleRosalia Diaz-Carrion; Macarena López-Fernández; Pedro M. Romero-Fernandez. 2019. "Introduction to the International Managerial Competences." Advances in Linguistics and Communication Studies , no. : 1-19.
The aim of this article is to contribute to understanding the importance of considering the effect of employees’ perceptions of Socially Responsible Human Resource Management (SR-HRM) on employee commitment. Results, applied to different levels of the organization (HR managers, line managers and employees) show, on one hand, that there is a relationship between a SR-HRM and employee commitment, and on the other hand, that employees’ perceptions have an influence on the extent to which these relationships are developed. HR managers and line managers perceived SR-HRM in a similar way and line managers and non-managerial employees generally did too. The frequency with which line managers disagree with employees’ perceptions about socially responsible practices was low. Suggestions for HRM practice and future research are provided.
Macarena López-Fernández; Pedro M. Romero-Fernández; Ina Aust. Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers. Sustainability 2018, 10, 4614 .
AMA StyleMacarena López-Fernández, Pedro M. Romero-Fernández, Ina Aust. Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers. Sustainability. 2018; 10 (12):4614.
Chicago/Turabian StyleMacarena López-Fernández; Pedro M. Romero-Fernández; Ina Aust. 2018. "Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers." Sustainability 10, no. 12: 4614.
Socially responsible human resource management (SR‐HRM) is becoming increasingly important for academics and managers. The interface between HRM and corporate social responsibility (CSR) is the subject of analysis in this article. It adopts a contextual perspective to analyze whether the institutional context influences the implementation of socially responsible HRM (SR‐HRM). Considering the differences in the national institutional contexts across Europe, this study explores the different models of SR‐HRM in that region. The research is focused on a sample of 153 companies headquartered in Germany, Spain, Sweden, and the United Kingdom. The findings evidence the influence exerted by the national institutional context on the implementation of SR‐HRM. Differences among country clusters suggest the existence of different models of SR‐HRM in Europe. However, these models do not correspond to the blocks on HRM or on CSR identified by the literature but instead provide a novel categorization.
Rosalia Diaz-Carrion; Macarena López-Fernández; Pedro M. Romero-Fernandez. Evidence of different models of socially responsible HRM in Europe. Business Ethics: A European Review 2018, 28, 1 -18.
AMA StyleRosalia Diaz-Carrion, Macarena López-Fernández, Pedro M. Romero-Fernandez. Evidence of different models of socially responsible HRM in Europe. Business Ethics: A European Review. 2018; 28 (1):1-18.
Chicago/Turabian StyleRosalia Diaz-Carrion; Macarena López-Fernández; Pedro M. Romero-Fernandez. 2018. "Evidence of different models of socially responsible HRM in Europe." Business Ethics: A European Review 28, no. 1: 1-18.
This paper sheds light on the relevance of socially responsible human resource management (SR‐HRM) and its link to the generation of value for companies. Based on the synergistic assumptions of the configurational approach, the article tests the association of SR‐HRM policies on intellectual capital (IC) dimensions (human, social and organizational capital). A cluster and structural equation modelling analysis on a sample of 85 human resource (HR) managers confirms that companies implementing socially responsible HR policies could experience a greater increase in IC levels than other companies. This process facilitates the sustainable development of organizations through the enhancement of IC value and stakeholder engagement among employees as a main group of interest.
Jesus Barrena-Martinez; Macarena López-Fernández; Pedro M. Romero-Fernandez. The link between socially responsible human resource management and intellectual capital. Corporate Social Responsibility and Environmental Management 2018, 26, 71 -81.
AMA StyleJesus Barrena-Martinez, Macarena López-Fernández, Pedro M. Romero-Fernandez. The link between socially responsible human resource management and intellectual capital. Corporate Social Responsibility and Environmental Management. 2018; 26 (1):71-81.
Chicago/Turabian StyleJesus Barrena-Martinez; Macarena López-Fernández; Pedro M. Romero-Fernandez. 2018. "The link between socially responsible human resource management and intellectual capital." Corporate Social Responsibility and Environmental Management 26, no. 1: 71-81.
Adopting a sustainability approach in management has become an imperative for organizations. This article addresses this challenge by establishing the criteria for the implementation of a human resource management (HRM) system based on an approach of corporate social responsibility (CSR). It also provides a measurement scale for CSR in the field of HRM. We analyse the sustainability reports of 194 companies quoted on the main stock exchanges of Germany, Spain, Sweden and the United Kingdom. Furthermore, we review the main international CSR standards. Finally, we develop a Delphi study among academic experts. The results have practical implications. They suggest that human resource managers must play a proactive role in pushing their organizations to develop employment practices with a CSR orientation. This will have positive effects for companies internally by enhancing employees' satisfaction and commitment toward the organization, and externally by improving the image that the company projects to society.
Rosalia Diaz-Carrion; Macarena López-Fernández; Pedro M. Romero-Fernandez. Developing a sustainable HRM system from a contextual perspective. Corporate Social Responsibility and Environmental Management 2018, 25, 1143 -1153.
AMA StyleRosalia Diaz-Carrion, Macarena López-Fernández, Pedro M. Romero-Fernandez. Developing a sustainable HRM system from a contextual perspective. Corporate Social Responsibility and Environmental Management. 2018; 25 (6):1143-1153.
Chicago/Turabian StyleRosalia Diaz-Carrion; Macarena López-Fernández; Pedro M. Romero-Fernandez. 2018. "Developing a sustainable HRM system from a contextual perspective." Corporate Social Responsibility and Environmental Management 25, no. 6: 1143-1153.
The current recession has caused a large number of companies to reevaluate their valuable resources and ways to preserve and invest those resources. Given the relevance of employees as key stakeholders, developing a socially responsible orientation in human resource management for taking care of workers and their needs must be an essential process for business success. This study, based on stakeholder theory and a social integrative approach, examines the main drivers and barriers in the implementation of socially responsible actions in human resource management. The research uses a quantitative analysis based on questionnaires responded to by 85 human resource managers from large Spanish companies. We conclude that there are two significant drivers of socially responsible actions in human resource management (HRM): access to public subsidies and the improvement of the working environment. The main significant barriers highlighted by human resource managers are conflicts in decisions with boards and/or management teams and the lack of employees’ acceptance. The professional implications of the research are discussed at the end of the paper.
Jesus Barrena-Martinez; Macarena López-Fernández; Pedro M. Romero-Fernandez. Drivers and Barriers in Socially Responsible Human Resource Management. Sustainability 2018, 10, 1532 .
AMA StyleJesus Barrena-Martinez, Macarena López-Fernández, Pedro M. Romero-Fernandez. Drivers and Barriers in Socially Responsible Human Resource Management. Sustainability. 2018; 10 (5):1532.
Chicago/Turabian StyleJesus Barrena-Martinez; Macarena López-Fernández; Pedro M. Romero-Fernandez. 2018. "Drivers and Barriers in Socially Responsible Human Resource Management." Sustainability 10, no. 5: 1532.
Jesus Barrena-Martinez; Rocío Gómez-Molinero; Macarena López- Fernández; Pedro M. Romero-Fernandez. Emotional Capital in Family Businesses: Decisions from Human Resource Management Perspective. Issues of Human Resource Management 2017, 1 .
AMA StyleJesus Barrena-Martinez, Rocío Gómez-Molinero, Macarena López- Fernández, Pedro M. Romero-Fernandez. Emotional Capital in Family Businesses: Decisions from Human Resource Management Perspective. Issues of Human Resource Management. 2017; ():1.
Chicago/Turabian StyleJesus Barrena-Martinez; Rocío Gómez-Molinero; Macarena López- Fernández; Pedro M. Romero-Fernandez. 2017. "Emotional Capital in Family Businesses: Decisions from Human Resource Management Perspective." Issues of Human Resource Management , no. : 1.
Jose M. Biedma-Ferrer; Macarena López Fernández; Pedro M. Romero Fernández. The collective labour agreement as a key tool for driving corporate social responsibility: banking sector analysis. Cuadernos de Gestión 2017, 2016, 135 -156.
AMA StyleJose M. Biedma-Ferrer, Macarena López Fernández, Pedro M. Romero Fernández. The collective labour agreement as a key tool for driving corporate social responsibility: banking sector analysis. Cuadernos de Gestión. 2017; 2016 (2):135-156.
Chicago/Turabian StyleJose M. Biedma-Ferrer; Macarena López Fernández; Pedro M. Romero Fernández. 2017. "The collective labour agreement as a key tool for driving corporate social responsibility: banking sector analysis." Cuadernos de Gestión 2016, no. 2: 135-156.
Jesús Barrena-Martínez; Macarena López-Fernández; Pedro Miguel Romero-Fernández. Towards a configuration of socially responsible human resource management policies and practices: findings from an academic consensus. The International Journal of Human Resource Management 2017, 30, 2544 -2580.
AMA StyleJesús Barrena-Martínez, Macarena López-Fernández, Pedro Miguel Romero-Fernández. Towards a configuration of socially responsible human resource management policies and practices: findings from an academic consensus. The International Journal of Human Resource Management. 2017; 30 (17):2544-2580.
Chicago/Turabian StyleJesús Barrena-Martínez; Macarena López-Fernández; Pedro Miguel Romero-Fernández. 2017. "Towards a configuration of socially responsible human resource management policies and practices: findings from an academic consensus." The International Journal of Human Resource Management 30, no. 17: 2544-2580.
This article addresses the measurement and validation of socially responsible human resource policies from academic and professional points of view. Corporate Social Responsibility (CSR) has made great progress in recent years in the theoretical realm, showing its importance through different perspectives such as the institutional theory, the stakeholder approach, the theory of legitimacy, and the process of shared value. However, from an empirical standpoint, more research is needed to provide new indicators and evidence of testing socially responsible policies on business performance. This paper aims to devise a set of socially responsible human resource policies, demonstrate the validation of their content through several practices, and review the analysis of their relative weights thanks to the contribution of a panel of academic experts and a professional pretest, conducted in large Spanish companies
Jesus Barrena-Martinez; Macarena López-Fernández; Pedro M. Romero-Fernandez. Socially responsible human resource policies and practices: Academic and professional validation. European Research on Management and Business Economics 2017, 23, 55 -61.
AMA StyleJesus Barrena-Martinez, Macarena López-Fernández, Pedro M. Romero-Fernandez. Socially responsible human resource policies and practices: Academic and professional validation. European Research on Management and Business Economics. 2017; 23 (1):55-61.
Chicago/Turabian StyleJesus Barrena-Martinez; Macarena López-Fernández; Pedro M. Romero-Fernandez. 2017. "Socially responsible human resource policies and practices: Academic and professional validation." European Research on Management and Business Economics 23, no. 1: 55-61.
Currently, family businesses are facing huge competition and economic difficulties aggravated further by the present crisis in which companies are immersed. Additionally, the lack of a specialized human resource management function in these kinds of firms makes an efficient process of generational change difficult, which represents a major challenge for the sustainability of these organizations. The links between family and their emotional ties are, in this regard, an important aspect to consider in human resource management. This chapter examines, in theoretical terms, how emotional capital can be a key factor, not only for attracting and retaining talent, but also for ensuring competitiveness in economic, social and environmental aspects, and therefore its sustainability, understood as a balance of economic, social and environmental performances.
José Ignacio Elicegui-Reyes; Jesús Barrena-Martínez; Pedro M. Romero-Fernández; Mark Anthony Camilleri. Emotional Capital and Sustainability in Family Businesses. Sustainable and Responsible Entrepreneurship and Key Drivers of Performance 2017, 231 -250.
AMA StyleJosé Ignacio Elicegui-Reyes, Jesús Barrena-Martínez, Pedro M. Romero-Fernández, Mark Anthony Camilleri. Emotional Capital and Sustainability in Family Businesses. Sustainable and Responsible Entrepreneurship and Key Drivers of Performance. 2017; ():231-250.
Chicago/Turabian StyleJosé Ignacio Elicegui-Reyes; Jesús Barrena-Martínez; Pedro M. Romero-Fernández; Mark Anthony Camilleri. 2017. "Emotional Capital and Sustainability in Family Businesses." Sustainable and Responsible Entrepreneurship and Key Drivers of Performance , no. : 231-250.
Corporate social responsibility (CSR) is increasingly viewed as a strategic management tool for companies to draw in candidates. In this arena, international responsible rankings such as ‘The Great Place to Work’, ‘Family Responsible Employer Index (FREE)’ or ‘The Best Companies for Working Mothers’ put emphasis on the value of responsible behaviours, not only for surviving in the market, but also to ‘win the war for talent’. Using a sample of Spanish University students, this research aims to analyse the process of selecting responsible organizations to work and whether there is a possible future conflict of interest by students between their own and organizational values. Surprisingly, the university students assessed two opposing situations with the highest values: of looking to change employer and of letting time pass in order to ignore the conflict. The implications of the students’ assessments and the related factors which affect their decision-making criteria are explored in this article.
Jesus Barrena-Martinez; Macarena Lopez-Fernandez; Cristina Marquez-Moreno; Pedro M. Romero-Fernandez. Attitudes of University Students Regarding Potential Conflicts in Socially Responsible Companies. Journal of Human Values 2016, 22, 125 -138.
AMA StyleJesus Barrena-Martinez, Macarena Lopez-Fernandez, Cristina Marquez-Moreno, Pedro M. Romero-Fernandez. Attitudes of University Students Regarding Potential Conflicts in Socially Responsible Companies. Journal of Human Values. 2016; 22 (2):125-138.
Chicago/Turabian StyleJesus Barrena-Martinez; Macarena Lopez-Fernandez; Cristina Marquez-Moreno; Pedro M. Romero-Fernandez. 2016. "Attitudes of University Students Regarding Potential Conflicts in Socially Responsible Companies." Journal of Human Values 22, no. 2: 125-138.
Purpose: This research focuses on the benefits that social responsibility can report on the area of human resources, examined the impact of a socially responsible configuration of human resource policies and practices in the generation value process for the company, and more specifically in its intellectual capital. Design/methodology/approach: The study performed a regression analysis, testing the individual effects of socially responsible human resource policies on intellectual capital, broken down into three main variables such as human, social and organizational capital. Findings: The results shed light on how the introduction of socially responsible aspects in the management of human resources can facilitate the exchange of knowledge, skills and attitudes human--capital; lead to improvements in communication, trust, cooperation among employees social-capital and, in turn, generates an institutionalized knowledge encoded in the own organizational culture –organizational capital–. Research limitations/implications: The study only provides information from large companies with over 250 employees. Practical implications: There are important implications in the measure of corporate social responsibility concerns in the area of human resources. Social implications: Also important intangible effects on non-economic variables are confirmed, such as intellectual capital. Originality/value: The value of the study lies in its novelty, testing socially responsible configurations of human resources as well as the direct effects of different policies on intellectual capital.
Jesus Barrena-Martínez; Macarena López-Fernández; Pedro Miguel Romero-Fernández. Efectos de las políticas de recursos humanos socialmente responsables en el capital intelectual. Intangible Capital 2016, 12, 549 .
AMA StyleJesus Barrena-Martínez, Macarena López-Fernández, Pedro Miguel Romero-Fernández. Efectos de las políticas de recursos humanos socialmente responsables en el capital intelectual. Intangible Capital. 2016; 12 (2):549.
Chicago/Turabian StyleJesus Barrena-Martínez; Macarena López-Fernández; Pedro Miguel Romero-Fernández. 2016. "Efectos de las políticas de recursos humanos socialmente responsables en el capital intelectual." Intangible Capital 12, no. 2: 549.
This article presents a structured review of the literature about corporate social responsibility, from the origins and evolution of the discipline, as a field of research, until the present. A review is also presented on the main contributions of authors and institutions in relation to the promotion of social responsibility, focusing on two complementary trends that have gained prominence as theoretical support: institutional theory and stakeholder approach. Some controversies and discussions generated in the years around the concept are also discussed
Jesus Barrena-Martinez; Macarena López Fernández; Pedro M. Romero-Fernandez. Corporate social responsibility: Evolution through institutional and stakeholder perspectives. European Journal of Management and Business Economics 2016, 25, 8 -14.
AMA StyleJesus Barrena-Martinez, Macarena López Fernández, Pedro M. Romero-Fernandez. Corporate social responsibility: Evolution through institutional and stakeholder perspectives. European Journal of Management and Business Economics. 2016; 25 (1):8-14.
Chicago/Turabian StyleJesus Barrena-Martinez; Macarena López Fernández; Pedro M. Romero-Fernandez. 2016. "Corporate social responsibility: Evolution through institutional and stakeholder perspectives." European Journal of Management and Business Economics 25, no. 1: 8-14.
Jesús Barrena-Martínez; Macarena López-Fernández; Cristina Márquez-Moreno; Pedro M. Romero-Fernandez. Corporate Social Responsibility in the Process of Attracting College Graduates. Corporate Social Responsibility and Environmental Management 2014, 22, 408 -423.
AMA StyleJesús Barrena-Martínez, Macarena López-Fernández, Cristina Márquez-Moreno, Pedro M. Romero-Fernandez. Corporate Social Responsibility in the Process of Attracting College Graduates. Corporate Social Responsibility and Environmental Management. 2014; 22 (6):408-423.
Chicago/Turabian StyleJesús Barrena-Martínez; Macarena López-Fernández; Cristina Márquez-Moreno; Pedro M. Romero-Fernandez. 2014. "Corporate Social Responsibility in the Process of Attracting College Graduates." Corporate Social Responsibility and Environmental Management 22, no. 6: 408-423.
Fernando Martín Alcázar; Pedro Miguel Romero Fernández; Gonzalo Sánchez Gardey. Workforce diversity in strategic human resource management models. Cross Cultural Management 2013, 20, 39 -49.
AMA StyleFernando Martín Alcázar, Pedro Miguel Romero Fernández, Gonzalo Sánchez Gardey. Workforce diversity in strategic human resource management models. Cross Cultural Management. 2013; 20 (1):39-49.
Chicago/Turabian StyleFernando Martín Alcázar; Pedro Miguel Romero Fernández; Gonzalo Sánchez Gardey. 2013. "Workforce diversity in strategic human resource management models." Cross Cultural Management 20, no. 1: 39-49.
The purpose of this study is to examine how workgroup diversity can be managed through specific strategic human resource management systems. Our review shows that ‘affirmative action’ and traditional ‘diversity management’ approaches have failed to simultaneously achieve business and social justice outcomes of diversity. As previous literature has shown, the benefits of diversity cannot be achieved with isolated interventions. To the contrary, a complete organizational culture change is required, in order to promote appreciation of individual differences. The paper contributes to this discussion by exploring the implications of this change for human resource management, and explaining how the systems of practices should be changed when they are directed to diverse groups. The model designed to test this notion includes: (1) demographic and human capital diversity as independent variables, (2) group performance (measured as innovation outcomes) as the dependent variable and, (3) the orientation of the strategic human resource management system as a potential moderator of this relationship. The main conclusion of the empirical analysis developed is that different patterns of human resource management practices can be used, depending on the type of diversity that the organization faces, and the specific effects that it wishes to manage. Concretely, three alternative management systems are identified in this paper, with different moderating effects. This result has interesting implications for human resource management professionals, explained in the last section. The limitations of this study are also discussed, as well as some issues that future research in this field should address.
Fernando Martín-Alcázar; Pedro M. Romero-Fernández; Gonzalo Sánchez-Gardey. Transforming Human Resource Management Systems to Cope with Diversity. Journal of Business Ethics 2011, 107, 511 -531.
AMA StyleFernando Martín-Alcázar, Pedro M. Romero-Fernández, Gonzalo Sánchez-Gardey. Transforming Human Resource Management Systems to Cope with Diversity. Journal of Business Ethics. 2011; 107 (4):511-531.
Chicago/Turabian StyleFernando Martín-Alcázar; Pedro M. Romero-Fernández; Gonzalo Sánchez-Gardey. 2011. "Transforming Human Resource Management Systems to Cope with Diversity." Journal of Business Ethics 107, no. 4: 511-531.
Past empirical studies have demonstrated that differences among group members may have both positive and negative effects on decision-making processes. As direct models have failed to explain such intricate consequences, recent work has begun to propose models that are more complex by including mediating and moderating variables. In general, the literature has assumed that the extent to which differences between members benefit group decisions depends on certain conditions in the unit, especially its management. Drawing on a literature review, we find that the human resource management system can be one of these moderators. Using the estimates of a structural model, we discuss how certain choices in the definition of human resource policies can help the organization to improve decision-making processes in diverse groups.
Fernando Martín Alcázar; Pedro M. Romero-Fernández; Gonzalo Sánchez Gardey. Effects of Diversity on Group Decision-Making Processes: The Moderating Role of Human Resource Management. Group Decision and Negotiation 2011, 21, 677 -701.
AMA StyleFernando Martín Alcázar, Pedro M. Romero-Fernández, Gonzalo Sánchez Gardey. Effects of Diversity on Group Decision-Making Processes: The Moderating Role of Human Resource Management. Group Decision and Negotiation. 2011; 21 (5):677-701.
Chicago/Turabian StyleFernando Martín Alcázar; Pedro M. Romero-Fernández; Gonzalo Sánchez Gardey. 2011. "Effects of Diversity on Group Decision-Making Processes: The Moderating Role of Human Resource Management." Group Decision and Negotiation 21, no. 5: 677-701.
The purpose of this study is to develop a conceptual framework in order to analyse the relationship between corporate social responsibility and strategic human resource (HR) management. Thus far, both disciplines have advanced in isolation. Therefore, this paper aims to examine if a combination of these research lines can provide competitive advantages for enterprises. Specifically, we will analyse how a socially responsible orientation in the HRs practices can contribute to the achievement of these advantages through performance variables, such as work environment and intellectual capital.
Jesus Barrena-Martinez; Macarena Lopez Fernandez; Pedro M. Romero-Fernandez. Research proposal on the relationship between corporate social responsibility and strategic human resource management. International Journal of Management and Enterprise Development 2011, 10, 173 .
AMA StyleJesus Barrena-Martinez, Macarena Lopez Fernandez, Pedro M. Romero-Fernandez. Research proposal on the relationship between corporate social responsibility and strategic human resource management. International Journal of Management and Enterprise Development. 2011; 10 (2/3):173.
Chicago/Turabian StyleJesus Barrena-Martinez; Macarena Lopez Fernandez; Pedro M. Romero-Fernandez. 2011. "Research proposal on the relationship between corporate social responsibility and strategic human resource management." International Journal of Management and Enterprise Development 10, no. 2/3: 173.
Over the past years, several researchers have analysed the relational dynamics that takes place inside and between organizations (concept, mediating and moderating variables, effects, etc.) considering it as a resource capable of contributing to the orientation and the strategic positioning of the organizations, and, as a last resort, to the support of the competitive advantages. Nevertheless, there are very few studies that include evidence about how the effective management of certain characteristics and properties of the network, such as the work dynamics developed or the interaction in the group may be useful for the operation of the work group itself in firms that develope its activity in high-tech sectors. Thus, the objectives of this paper is to develop a conceptual framework for studying the relationship between Human Resource Activities and Social Capital while underlining the importance that human resource policies play in the management of this variable in a IT environment.
Macarena López-Fernández; Fernando Martín Alcázar; Pedro Miguel Romero-Fernández. Human Resource Management on Social Capital. International Journal of Human Capital and Information Technology Professionals 2010, 1, 36 -48.
AMA StyleMacarena López-Fernández, Fernando Martín Alcázar, Pedro Miguel Romero-Fernández. Human Resource Management on Social Capital. International Journal of Human Capital and Information Technology Professionals. 2010; 1 (2):36-48.
Chicago/Turabian StyleMacarena López-Fernández; Fernando Martín Alcázar; Pedro Miguel Romero-Fernández. 2010. "Human Resource Management on Social Capital." International Journal of Human Capital and Information Technology Professionals 1, no. 2: 36-48.