Previous research has investigated the relationships between intellectual capital (IC) and human resource management (HRM). Others have described the link between IC and strategic initiatives in an organization including strategic human resource management (SHRM). However, little systematic work has been done to develop a holistic overview of connections between the three concepts. Through an analysis of the recent IC literature and the literature that discusses IC, SHRM and HRM, this paper argues that not only are the three concepts closely connected, but also IC should play a key role in SHRM processes and HRM practices in organizations. The strategic connections also demonstrate that IC can be conceptualized as a holistic partner to both SHRM and HRM; thus, adding strong support for the need to measure IC accurately. A theoretical framework is proposed to illustrate IC, SHRM and HRM connections. Finally, the paper suggests directions for future research.

Based on an extensive review and analysis of 182 articles published in the field of human resource management that focus on China since its economic reform, this article discusses the major reasons for the growth in this area of research. We identify five major categories spanning research and practice, ownership type, and research method. Further, we examine issues and deficiencies in the research literature. Based on our analysis of each research category, we present a substantial series of research questions and implications for future research on HRM in China. © 2008 Wiley Periodicals, Inc.

Managing employer social insurance compliance is a particularly difficult governance challenge in emerging economies that have weak regulatory regimes. Utilizing qualitative evidence from eight case studies conducted in Shanghai, the People's Republic of China, this article details how employers respond to attempts by the State to manage social insurance behaviour. Five concerns arose from employers' perceptions and responses to the established policies and regulatory structures: construction of an effective policy, level playing field, cost control, firm reputation, and recruitment and retention. Further, the findings indicate that there are three enterprise features that could affect compliance behaviour: risk factors, skill composition of the workforce, and form of ownership. It was anticipated that firm size may affect compliance behaviour, but no clear pattern emerged.i ssr_1412 73..98

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