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In Chap. 2, the notion of sustainability has been opened up for HRM and possible links to HRM theory were identified. In Chap. 3, Strategic HRM literature has been reviewed from a sustainability perspective to identify “blind spots” in the theory development of the HRM field (see Sect. 3.5). Although Chaps. 2 and 3 serve as basis for developing a

This dissertation, Sustainable Human Resource Management: A Conceptual and Exploratory Analysis from a Paradox Perspective builds primarily on the recently emerging literature linking the concept of sustainability and human resource (HR) issues. Furthermore, it draws on relevant insights in established fields of research such as Strategic HRM (SHRM), Sustainable Resource Management (SRM), and organisation theory. Practical relevance of this topic

As Sustainable HRM is conceived of as an extension of Strategic HRM and sustainability as a potentially new approach to theorise on HRM (see Sect. 2.6.4), the next step taken is to review how theorising in Strategic HRM has been previously done and by which developments this process has been influenced. The claim that the concept of sustainability has the potential to induce or contribute to a paradigm shift in Kuhn’s (1970) sense (see also Sect. 2.2.2) is reflected upon critically. It is assumed here that – at least currently – the main reason for more managers and scholars being interested in sustainability and in a Sustainable HRM approach is influenced by current socio-political developments.

In the course of recent developments, the topics dealt with in sustainability literature have overlapped with core aspects of the Strategic HRM field (see Sect. 1.3). However, attempts to bridge the gap between sustainability and HRM research have been scarce (see Sect. 1.3.3.1). This chapter focuses on a contribution to fill the gap between sustainability and Strategic HRM literature from