Human resource management (HRM) research has becoming increasingly decontexualised and positivist in recent years (Jackson, Schuler and Jiang, 2014; Meyer, 2014; Kaufman, 2015). A predominant research interest has been in identifying what types of HRM practices may elicit particular types of organisational behaviour (OB) that will minimise destructive behaviour (minimising harm) or optimise performance at individual, team and organisational levels (adding values). Many of these studies adopt a universalist approach, and are framed by ‘narrowly specified research questions’ and facilitated by ‘highly sophisticated research methodology’ (Meyer, 2014: 374). In parallel to this development, scholars have been calling for greater sensitivity to the context in organisational research (e.g., Child, 2009; Rousseau and Fried, 2001; Shapiro, Von Glinow and Xiao, 2007).
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