Establishing a human resource management function based on organisational culture

G.A. Maxwell, L. Findlay, M.E. McLean

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    This article investigates the potential for establishing a human resource management (HRM) function on the platform of existing organisational culture, in particular in knowledge-intensive businesses. The literature review indicates that there is business potential in this approach to establishment of an HRM function. Exploratory primary work in a case study company also suggests that there is significant potential for establishing an HRM function based on organisational culture in a business when the organisational culture is strong and cohesive. In addition, the case study offers insight into what form a positive organisational culture basis may take in a successful knowledge-intensive, smaller business. Here a combined set of essential beliefs, values and behavioural norms comprise the organisational culture which is called human capital culture. These beliefs, values and norms centre respectively on business focus, management style, and individual actions. Collectively, they denote how people do their jobs together for effective company performance.

    Original languageEnglish
    Pages (from-to)183-192
    Number of pages10
    JournalProblems and Perspectives in Management
    Issue number3
    Publication statusPublished - 14 Jul 2010


    • organisational culture
    • human resource management
    • human capital
    • case study


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