Chen, C. & Huang, J. (2009). Strategic

Chen, C. & Huang, J. (2009). Strategic human resource practices and innovation performance -- The mediating role of knowledge management capacity. Journal of Business Research 62(1): 104-14. These researchers used performance measures from a sample of nearly 150 different companies and regression analysis to determine the relationship between human resources management, innovation, and organizational success. Building strategy from a human resources perspective was shown to increase the amount of knowledge capacity in the organization and the efficiency of knowledge transfer and knowledge management, and this led to increased innovation and performance.

The authors conclude that knowledge acts as an important bridge between human resources and innovation as well as firm success, and they suggest ways for managers to use this knowledge and provide an outline for further research to be conducted. This source is very valuable in terms of suggesting why organizational control is important, but though it provides some practical advice for how to achieve effective control this is not entirely relevant to the research at hand.

Still, it does provide some insight into how to bring about firm success through organizational control. Luse, D. (2009). An Examination of College Students' Awareness of Social Web Site Usage and Employability. Journal of Academic Administration in Higher Education 5(1): 21-26. This study did not directly address workplace issues, but rather examined a human resource issue that is being faced by organizations and new employees alike.

Many college students, according to the findings of this study, do not appreciate the fact that their use of social media websites such as MySpace and Facebook can reflect on their personalities and on their employers, and that this use can thus limit their future employment capabilities. It is now standard for employers to look for "digital dirt" on prospective employees using a variety of means that are all legal and readily available to the public, and compromising information or images can be very influential in their decisions.

High rates of usage of these social media sites combined with a lack of awareness about their influence on hiring decisions and other employment capabilities means individual workers are left with much harder prospects and organizations are faced with more difficulty finding suitable talent for their business image.

This source provides very interesting insights into the many types of issues that must be taken into consideration when examining human resources issues, and though not initially seen as directly applicable, further examination shows that this source provides some useful background and commentary on the research area. Mitsuhashi, H. & Greve, H. (2009). A Matching Theory of Alliance Formation and Organizational Success: Complementarity and Compatibility. The Academy of Management Journal 52(5): 975-95.

Examining the way in which different organizations can form alliances that work to their mutual benefit, these authors found that certain elements of organizational structure and the manner in which they facilitate interpersonal relationships have a major impact on the way relationships can be formed between organizations. Networked organizations rather than concentrated and isolated firms were better at forming inter-organizational relationships, and this led to more effective market strategies for both firms involved.

Networked organizations also supported more active communication and smaller-scale networking within organizations, which meant the building of more interpersonal relationships that were more frequently enforced, perhaps having a direct effect on the ability to form inter-organizational relationships. This resource shows how deeply and intensely issues of human resource management and control an affect an organization in very far-reaching manners that affect and are.