Human Relations - Editor’s choice

Human Relations - Editor’s choice

Five influential papers. Free to access until 30 October 2015.


9 October 2015

Five influential papers.

Paul Edwards, Editor-in-Chief, invites you to read five influential papers published in Human Relations. All five papers were nominated for the 2014 Paper of the Year Award, demonstrating broad readership appeal, sound methods and theory that advances our understanding of human relations at work.

Read, cite and share these articles – free to access until 30 October 2015.

Paper of the Year 2014:
1. NGOs management and the value of ‘partnerships’ for equality in international development: What’s in a name?
Alessia Contu and Emanuela Girei
Human Relations 2014, 67 (2): 205–232
A closely observed case study of the politics around international development. It recasts the idea of partnership in ways relevant to many other fields.

2. You can’t go home again: And other psychoanalytic lessons from crossing a neo-colonial border
Ajnesh Prasad
Human Relations 2014, 67 (2): 233–257
A compelling auto-ethnography, using personal experiences of crossing a neo-colonial border to consider reflexivity and ethics in fieldwork.

3. Terms of engagement: Political boundaries of work engagement–work outcomes relationships
Rachel E Kane-Frieder, Wayne A Hochwarter, and Gerald R Ferris
Human Relations 2014, 67 (3): 357–382
Uses weighty evidence from 4 studies to explore how organisational politics affect the relationship between engagement and outcomes. It offers some provocative conclusions.

4. Enhancing performance of geographically distributed teams through targeted use of information and communication technologies
Arvind Malhotra and Ann Majchrzak
Human Relations 2014, 67 (4): 389–411
Deploys multiple methods to unpack the nature of ICTs and their implications for geographically dispersed teams.

5. An ’emerging challenge’: The employment practices of a Brazilian multinational company in Canada
Roberta Aguzzoli and John Geary
Human Relations 2014, 67 (4): 587–609
A distinctive and original case study of an MNC. In contrast to the usual focus on the transfer of practices from developed countries, it shows how a Brazilian firm was able to reconstitute employment relations in Canada.

Subscribe to our newsletter

The Tavistock Institute of Human Relations | 63 Gee Street, London, EC1V 3RS
hello@tavinstitute.org | +44 20 7417 0407
Charity No.209706 | Design & build by Modern Activity