Oldroyd, J., & Morris, S. S. 2012. Catching Falling Stars: A Human Resource Response to Social Capital’s Detrimental Effect of Information Overload for Star Employees. Academy of Management Review, 37(4).

Stahl, G., Bjorkman, Farndale, Morris, Paauwe, Stiles, Trevor, & Wright. 2012. Six Principles of Effective Global Talent Management. MIT Sloan Management Review, 53(2): 25-32.

Morris, S. S., & Snell, S. A. 2011. Intellectual Capital Configurations and Organizational Capability: An Empirical Examination of Human Resource Subunits in the Multinational Enterprise. Journal of International Business Studies, 42(6): 805-827.

Farndale, E., Paauwe, J., Morris, S. S., Stahl, G., Stiles, P., Trevor, J., & Wright, P. 2010. Context-bound configurations of corporate HR functions in multinational corporations around the globe. Human Resource Management, 49(1): 45-66.

Morris, S. S., & Oldroyd, J. B. 2009. To Boost Knowledge Transfer, Tell Me a Story. Harvard Business Review, 87(5).

Morris, S. S., Wright, P., Trevor, J., Snell, S., Stiles, P., Stahl, G., Paauwe, J., & Farndale, E. 2009. Global Challenges to Replicating HR: The Role of People, Processes, and Systems. Human Resource Management, 48(6): 973-995. 
*Recipient of the Academy of Management International HR Scholarly Research Award—2010*

Morris, S. S., & Calamai, R. 2009. Dynamic HR: Global Applications from IBM. Human Resource Management, 48(4): 641-648.

Kang, S.-C, Morris, S. S., & Snell, S. A. 2007. Relational archetypes and organizational learning: Developing Value-Creating Human Resource Configurations. Academy of Management Review, 32(1): 236-256.

Theories of knowledge-based competition emphasize the firm's ability both to explore and to exploit knowledge as the source of value creation. We attempt to bring human resource management directly into this forum by introducing a framework of relational archetypes--entrepreneurial and cooperative--that are derived from unique configurations of three dimensions (structural, affective, and cognitive) of social relations within and across firm boundaries. We identify how human resource configurations can be linked to the strategic management of these relational archetypes.