The content and context of Strategic Human Resource Management in Cameroon
基于74个访谈和二手资料，研究了喀麦隆组织中战略人力资源管理的本土、引进和改编实践，发现其受社会嵌入、组织规模与行业影响，并提出了一个理论模型。
This paper explores the content and context of Strategic Human Resource Management (SHRM) in a Global South setting. SHRM practices in the West-Central African country, Cameroon (with over 27 million inhabitants), are unpacked from 74 qualitative research interviews within organisations of different size and ownership and from secondary sources. The findings show a complex mix of local, imported and adapted SHRM strategies and practices which are socially embedded in a simultaneous flux of adoption, redesign and disuse by the organisations, depending on their perceived usefulness and on the particularities of the organisations (size, sector). The findings delineate the macro-level cultural contextual focus on beneficence policies and practices (prioritisation of social capital, consensus building, family friendly work practices and socialisation) as key antecedents in the adoption of agile SHRM practices (content and context factors). A theoretical model from the systems, society, dominance and corporate (SSDC) framework of SHRM is shared that further empirical research may use to investigate contextual features which moderate SHRM practices. The study contributes to SHRM scholarship by presenting a socially embedded agile SHRM approach in Cameroon, where internal organisational stakeholders are informed by dynamic, overlapping and changing multi-level factors over time in the pursuit of organisational goals.