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A publicação pode ser exportada nos seguintes formatos: referência da APA (American Psychological Association), referência do IEEE (Institute of Electrical and Electronics Engineers), BibTeX e RIS.

Exportar Referência (APA) 
Mirfakhar, A., Trullen, J. & Valverde, M. (2023). How can CEOs influence HRM implementation? Unfolding top management’s role in HRM. International Journal of Human Resource Management. 34 (7), 1300-1329
Exportar Referência (IEEE) 
A. S. Mirfakhar et al.,  "How can CEOs influence HRM implementation? Unfolding top management’s role in HRM", in Int. Journal of Human Resource Management, vol. 34, no. 7, pp. 1300-1329, 2023
Exportar BibTeX 
@article{mirfakhar2023_1732208452392,
	author = "Mirfakhar, A. and Trullen, J. and Valverde, M.",
	title = "How can CEOs influence HRM implementation? Unfolding top management’s role in HRM",
	journal = "International Journal of Human Resource Management",
	year = "2023",
	volume = "34",
	number = "7",
	doi = "10.1080/09585192.2021.1986563",
	pages = "1300-1329",
	url = "https://www.tandfonline.com/doi/epub/10.1080/09585192.2021.1986563?needAccess=true"
}
Exportar RIS 
TY  - JOUR
TI  - How can CEOs influence HRM implementation? Unfolding top management’s role in HRM
T2  - International Journal of Human Resource Management
VL  - 34
IS  - 7
AU  - Mirfakhar, A.
AU  - Trullen, J.
AU  - Valverde, M.
PY  - 2023
SP  - 1300-1329
SN  - 0958-5192
DO  - 10.1080/09585192.2021.1986563
UR  - https://www.tandfonline.com/doi/epub/10.1080/09585192.2021.1986563?needAccess=true
AB  - This paper investigates how CEOs can influence the implementation of HRM policies in their organizations. It does so by comparing the HRM implementation roles of the same CEO in two different companies as well as those of different CEOs in the same firm. Based on the findings, the study inductively develops a model that describes different types of CEO direct and indirect influence, unfolding the generic label of CEO “support” into a wide catalogue of actions, and identifying further behaviours other than support. The results also challenge some established ideas, such as the view of CEOs’ HRM role solely as strategic decision makers, or that CEO influence necessarily involves overt action. Finally, our findings open several avenues for future research on a relevant and, so far, underdeveloped topic.
ER  -