Strategic HR Review Journal Impact Factor & Information

Publisher: Emerald

Journal description

Current impact factor: 0.00

Impact Factor Rankings

Additional details

5-year impact 0.00
Cited half-life 0.00
Immediacy index 0.00
Eigenfactor 0.00
Article influence 0.00
Other titles Strategic HR review (Online), Strategic human resources review
ISSN 1475-4398
OCLC 60628731
Material type Document, Periodical, Internet resource
Document type Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details

Emerald

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Voluntary deposit by author of author's pre-print or author's post-print allowed on author's personal website or Institutional repository, where there is no mandate to deposit
    • If mandated by a funding agency, the author's post-print may be deposited in any open access repository after a 24 months embargo period
    • Author's pre-print and Author's post-print not allowed on subject-based repository
    • Must link to publisher version with DOI
    • Publisher's version/PDF cannot be used
    • Published source must be acknowledged with set statement
    • Non-commercial
    • Publisher last contacted on 02/04/2013
  • Classification
    ​ green

Publications in this journal

  • Strategic HR Review 04/2015; 14(1/2). DOI:10.1108/SHR-01-2015-0009
  • Strategic HR Review 04/2015; 14(1/2). DOI:10.1108/SHR-01-2015-0006
  • Strategic HR Review 04/2015; 14(1/2):2-7. DOI:10.1108/SHR-01-2015-0010
  • Strategic HR Review 04/2015; 14(1/2). DOI:10.1108/SHR-11-2014-0058
  • Strategic HR Review 04/2015; 14(1/2). DOI:10.1108/SHR-01-2015-0002
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ The purpose of this article is to set out the ways in which pharmaceutical company Boehringer Ingelheim embedded a strengths-based approach to the assessment and development of field-based staff during a period of structural and culture change. It provides an overview of how strengths-based methodologies were implemented and embedded through this period. It offers a case study example of how Capp partnered with Boehringer Ingelheim to deliver and cascade its assessment and development solutions. It also provides early evaluation data. Design/methodology/approach ‐ Boehringer Ingelheim introduced strengths through recruitment and development. It built on Capp's strengths methodology and Realise2 tool and model. To aid implementation, cross functional teams were also set up to cascade knowledge and skills across the organizational system. Findings ‐ The initial findings from this program include quantitative and qualitative data from candidates and assessors demonstrating their positive perception of the assessment and development process. Practical implications ‐ This article provides case study material, client learning and tips for how other organizations could introduce strengths-based solutions into similar culture change, team and personal development projects. Originality/value ‐ Boehringer Ingelheim is one of the first UK based organizations explicitly to take a strengths-based approach to aid culture change.
    Strategic HR Review 04/2014; 13(3). DOI:10.1108/SHR-02-2014-0010
  • Strategic HR Review 04/2014; 13(3). DOI:10.1108/SHR-02-2014-0015
  • Strategic HR Review 04/2014; 13(3). DOI:10.1108/SHR-02-2014-0012
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ The challenges and problems that organizations face nowadays are often due to there being a gap between their current situation and where they want to be. Often this disparity between perception and reality is caused by something deep and fundamental in the company culture ‐ something that may not be readily apparent to those working there. This paper aims to deal with the question of how to create genuine, lasting change in organizational climate so that all employees feel they can bring all of themselves to work, without fear or judgment and with a deep belief that their contributions will be heard. Design/methodology/approach ‐ There are a number of reasons why driving an inclusive culture is so difficult and this paper identifies a new perspective on developing and embedding inclusion. Most importantly, it addresses how a bespoke, blended approach to any input will allow you to implement training that really works. Findings ‐ Many organizations view fixing problems with company culture as an expensive luxury with unpredictable outcomes. As a result, the kind of training that embeds genuine, lasting change is often overlooked in favor of short-term solutions that do not get to the root of the problem. A bespoke, blended approach allows for training that really works long term and therefore ensures the greatest possible value for your organization. Practical implications ‐ A blended approach done well should be a powerful, joined up and strategic driver that enables an inclusive culture to be created, resulting in it becoming business as usual, where the best available talent is attracted, thrives and drives your strategic aims and your business forwards. Originality/value ‐ Often the kind of training that gets done in this area is short term and does not get to the root of the problem. This paper provides guidance in developing and embedding inclusion and although it may challenge beliefs if these principles are followed it will guarantee rapid, lasting improvements at all levels.
    Strategic HR Review 04/2014; 13(3). DOI:10.1108/SHR-01-2014-0005
  • Strategic HR Review 04/2014; 13(3). DOI:10.1108/SHR-01-2014-0008
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ The purpose of this paper is to explain why change programs fail in spite of best practice processes and procedures and to examine the improvements that can be made by developing effective change leaders. Design/methodology/approach ‐ The paper is based upon the author's expert knowledge and includes a case study of an organization that is an exemplar for successful change management, having been censured for its lack of success only a few years ago. The paper identifies the actions that helped this organization improve its capability for change. Findings ‐ Change initiatives are more likely to be successful when change leaders are developed and mentored through an organization-wide, structured, aspirational career development program, which encourages change leaders to focus on the big picture, to use their network, to engage with stakeholders and to develop their own emotional intelligence and resilience. Practical implications ‐ The paper explains that organizations need to change their thinking and practices around change management to do more to address the skills, attitudes, capabilities and relationships of the people involved ‐ particularly change leaders. Originality/value ‐ This paper examines the often-overlooked topic of developing, coaching and mentoring change leaders and includes a previously unpublished case study. It provides a blueprint for action for other organizations struggling to deliver successful change programs.
    Strategic HR Review 04/2014; 13(3). DOI:10.1108/SHR-01-2014-0004
  • Strategic HR Review 04/2014; 13(3). DOI:10.1108/SHR-11-2013-0109
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ Ten years ago Penna, the global HR services group, needed a radical business and culture re-invention if it was to survive. This article aims to tell the story behind Penna's journey and describe how a sustainable culture change intervention became the cornerstone of a successful business. Design/methodology/approach ‐ This case study is the result of an initial ethnographical research followed by concrete and systemic interventions. Findings ‐ The case study identifies four elements that sustained the business impact of a culture change program over a significant period of time. Originality/value ‐ This longitudinal case study follows a culture change program in an organizational context over a period of ten years.
    Strategic HR Review 04/2014; 13(3). DOI:10.1108/SHR-01-2014-0007
  • Strategic HR Review 04/2014; 13(3). DOI:10.1108/SHR-02-2014-0017
  • Strategic HR Review 04/2014; 13(3). DOI:10.1108/SHR-02-2014-0016
  • Strategic HR Review 04/2014; 13(3). DOI:10.1108/SHR-01-2014-0009
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ The authors aim to examine the use of talent intelligence ‐ the understanding that businesses have of the skills, expertise and qualities of their people ‐ within talent management strategies. Design/methodology/approach ‐ The authors combine their field work and research expertise to understand the use of talent intelligence and its effectiveness, and how this can be improved upon. Findings ‐ Beneath the succession plans and talent pools, talent management is built upon the foundation of talent intelligence. It is the basis of every people decision that organizations make. Yet there is evidence that this basic foundation of talent management is broken. Originality/value ‐ The authors look at why talent intelligence is not being used to its potential, and explore what businesses can do to rectify the matter. Four practical steps are shared to help HR professionals assess the quality of their organization's talent intelligence.
    Strategic HR Review 02/2014; 13(2). DOI:10.1108/SHR-09-2013-0092
  • Strategic HR Review 02/2014; 13(2). DOI:10.1108/SHR-12-2013-0113