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dc.contributor.authorCumming, D
dc.contributor.authorFilatotchev, I
dc.contributor.authorReinecke, J
dc.contributor.authorWood, G
dc.date.accessioned2019-07-16T04:29:33Z
dc.date.available2019-07-16T04:29:33Z
dc.date.issued2020
dc.identifier.issn1053-4822
dc.identifier.doi10.1016/j.hrmr.2019.100694
dc.identifier.urihttp://hdl.handle.net/10072/386476
dc.description.abstractThis article reviews the existing literature on SWFs and the firm, focusing particular attention on the implications of the rise of SWFs strategic agility and HRM. This paper outlines three main channels through which sovereign wealth fund (SWF) investment has implications for employees. First, SWFs influence macroeconomic environments, and hence affect labor conditions. Second, institutional conditions in different countries shape the behavior of SWFs around the world, which in turn has implications for HR strategy and practice. Third, SWFs can have a direct effect on the corporate governance and hence HR strategies and employees of organizations in which they invest. We review and discuss these three channels and outline avenues for future research.
dc.description.peerreviewedYes
dc.publisherElsevier
dc.relation.ispartofpagefrom1
dc.relation.ispartofpageto15
dc.relation.ispartofjournalHuman Resource Management Review
dc.subject.fieldofresearchBanking, finance and investment
dc.subject.fieldofresearchHuman resources and industrial relations
dc.subject.fieldofresearchcode3502
dc.subject.fieldofresearchcode3505
dc.titleNew investor categories, agility and HRM: The case of Sovereign Wealth Funds
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.description.notepublicThis publication has been entered into Griffith Research Online as an Advanced Online Version.
gro.hasfulltextNo Full Text
gro.griffith.authorWood, Geoffery


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