منابع فارسی
1-فقیهی، ابوالحسن و آغاز ، عسل (1389)، "تاملی بر تعامل بوروکراسی و فرهنگ در ایران"، فصلنامه علوم مدیریت ایران، شماره نوزدهم، صفحه 1تا 30.
2-فقیهی، ابوالحسن و آغاز ، عسل (1390)، "چالشهای مدیریت منابع انسانی در بخش عمومی: مطالعهای در نظام مدیریت منابع انسانی وزارتخانههای کشور"، نهمین کنفرانس بین المللی مدیریت ایران.
3-فقیهی، ابوالحسن و دانایی فرد ، حسن (1390)، بوروکراسی و توسعه در ایران (نگاهی تاریخی- تطبیقی)، تهران: انتشارات دانشگاه امام صادق.
منابع انگلیسی
1-Abdul Hamid, A. Z. (1996). An analysis of the impact of culture on human resource management practices of companies in Malaysia, A Dissertation submitted to the faculty of Mississippi State University In partial fulfillment of the requirement for the degree of Business Administration In Management.
2-Adler, N. J. (1991). International dimensions of organizational behavior, Boston: MA: PWS- Kent Publishing Company.
3-Al-Mizjaji, A.D. (2002),“Public apathy towards bureaucracy as a constraint on the development of Saudi Arabia”, Public Administration Quarterly, 25(3/4):270-289.
4-Armstrong, M. (2009), Handbook of human resource management practice, Kogan Page.
5-Azolukwam, V. A. and S. J. Perkins (2009),”Managerial perspectives on HRM in Nigeria: evolving hybridization?”, Cross Cultural Management: An International Journal, 16 (1): 62-82.
6-Bates, C and W. Renforth (1986), “Cultural linkages to managerial behavior: implications for transnational managers”, In R. N. Farmer (ED.) Advances in International Comparitive Management, Vol 2, Greenwich, Connecticut: JAI Press, Inc.
7-Beugre´, Co. D. and O.F. Offodile (2001), “Managing for organizational effectiveness in sub-Saharan Africa: a cultural-fit model”, International Journal of Human Resource Management, 12 (4): 535-50.
8-Blanton Schultz, E. (1997), Modeling HRM in context: examining the role of human resource manager discretion, A dissertation submitted to the graduate faculty of the Louisiana State University and Agricultural and Mechanical College in partial fulfillment of the requirements for the degree of doctor of philosophy in the interdepartmental program in Business Administration.
9-Boxall, P.F. (1994), “Placing HR Strategy at the Heart of Business Success”, Personnel Management, 26(7): 32–5.
10-Brewster, C. (1995), “Towards a European model of human resource management”, Journal of International Business Studies, 26 (1): 1-21.
11-............ (2007), “HRM: the comparative dimension”, in Storey, J. (Ed.), Human Resource Management: A Critical Text, Thomson, London.
12-Budhwar, P. S. (2000),“Human resource management in Indian organizations: A comparison between public and private sectors”, Management Research News, 23: 30-31.
13-Budhwar, P.S. and Y. Debrah (2004), “ Dynamics of HRM Systems in the Asian Context and the Research Agenda”, Paper For: 4th Asia Academy of Management Conference (16-18 December, Shanghai)
14-Den Hertog , F., A. Iterson and Ch. Mari (2010), “ Does HRM really matter in bringing about strategic change? Comparative action research in ten European steel firms”, European Management Journal, 28: 14– 24.
15-Dewettinck , K and J. Remue (2011), Contextualizing HRM in comparative research: The role of the Cranet network, Human Resource Management Review, 21: 37–49.
16-Dwivedi, O.P, R.B Jain and B.D, Dua (1989),”Imperial legacy, bureaucracy, and administrative changes: India”, Public Administration & Development, 9(3): 253-269.
17-Faghihi, A (1986), Bureaucracy and politics under the Shah: A study of the bureaucracy in the context of Iran politics 1941-1978, Doctoral dissertation, Albany, NY: State University of New York.
18-Ghebregiorgis, F and L. Karsten (2006),“Human resource management practices in Eritrea: challenges and prospects”, Employee Relations, 28(1/2): 144-163.
19-............. (2007),“Employee reactions to human resource management and performance in a developing country Evidence from Eritrea”, Personnel Review, 36 (5): 722-738
20-Haque, M. Sh (1997),“Incongruity between bureaucracy and society in developing nations: A critique”, Peace & Change, 22 (4): 432–462
21-Haruna,P.F (2008),“Culture, Development, and Public Administration in Africa”,Administrative Theory & Praxis,30)1(:143- 147.
22-Hays, S. W and R. C. Kearney (2001),”Anticipated changes in human resource management: Views from the field”, Public Administration Review, 61, 5: 585-597.
23-Heady, F. (1959),” Bureaucratic theory and comparative administration”, Administrative Science Quarterly, 3 (4): 509-525.
24-Hofstede, G. (1993), “Cultural Constraints in Management Theories”, Academy of Management Executive, 7(1): 81–93.
25-House, R., Hanges, P., Javidan, M., Dorfman, P. and V. Gupta, (2004), Culture, Leadership, and Organizations: The Globe Study of 62 Societies, Sage, Thousand Oaks, CA.
26-Huang, T.C. (2000),“Human Resource Management Practices at Subsidiaries of Multinational Corporations and Local Firms in Taiwan”, International Journal of Selection and Assessment, 8(1): 22–8.
27-Huber, J.D and N. McCarty (2004),“Bureaucratic Capacity, Delegation, and Political Reform”, The American Political Science Review, 98(3): 481- 494.
28-Ignjatovic, M. and I. Svetlik (2003), European HRM clusters, EBS Review, 17:25−39.
29-Jackson, S.E. and R.S. Schuler (1995), “Human resource management in the context of organizations and their environments”, Annual Review of Psychology, 46: 237-64.
30-Jackson, T (2004), Management and change in Africa: a cross- cultural perspective, Routledge, London.
31-Javidan, M and A. Dastmalchian (2003),“Culture and leadership in Iran: the land of individual achievers, strong family ties and powerful elite”, Academy of Management Executive, 17(4): 127-142.
32-Khatri, N and P.S. Budhwar (2002), “A study of strategic HR issues in an Asian context”, Personnel Review, 31, 1/2,: 166-188.
33-Kluckhohn, F and F.L. Strodtbeck (1961), Variations in value orientations, Westport, CT: Greenwood Press.
34-Larsen, H. H and C. Brewster (2003), Line management responsibility for HRM: What is happening in Europe?, Employee Relations, 25(3): 228−244.
35-Leat, M. and Gh. El-Kot (2007), “HRM practices in Egypt: the influence of national context?”, The International Journal of Human Resource Management, 18(1):147-158.
36-Marsden, P.V , C.R, Cook and D. Knoke (1994),“Measuring Organizational Structures and Environments”, The American Behavioral Scientist, 37(7): 891-910.
37-Martin-Alcazar, F., P. M. Romero-Fernandez and G. Sanchez-Gardey (2005), Strategic human resource management: Integrating the universalistic, contingent, configurational and contextual perspectives, International Journal of Human Resource Management, 16(5): 633−659.
38-Meyer, J.W. and B. Rowan. (1977), “Institutionalized organizations: formal structure as myth and ceremony”, American Journal of Sociology, 83: 340-363.
39-Morley, M. J (2004), Contemporary debates in European human resource management: Context and content, Human Resource Management Review, 14 : 353–364.
40-Namazie, P (2003), “Factors affecting the transferability of HRM practices in joint ventures in Iran”, Career Development International, 8 ( 7): 357-366.
41-Namazie, P and Ph. Frame (2007), “Developments in human resource management in Iran”, International Journal of Human Resource Management, 18(1):159–171.
42-Namazie, P. and M. H. Tayeb (2003), “The Development of Human Resource Management in Iran”, Paper presented at the 1st Annual International HR Conference.
43-Pearce, J.L , I. Branyiczki and G.A. Bigley (2000),“Insufficient Bureaucracy: Trust and Commitment in particularistic organizations”, Organization Science, 11(2): 148-162.
44-Pudelko, M. (2006), A comparison of HRM systems in the USA, Japan and Germany in their socio-economic context, Human Resource Management Journal, 16(2): 123−153.
45-Pynes, J. E. (2009), Management for public and nonprofit organizations: A strategic approach, Jossey- Bass.
46-Rodriguez, J. K. and C. F. Gomez (2009), “HRM in Chile: the impact of organisational culture”, Employee Relations, 31 (3):276-294.
47-Saud Muhammed, A-O (1992), Political development, bureaucracy and Saudi culture, dissertation for the degree of doctoral philosophy, The Florida state University.
48-Schuster, M. (1985), “Models of cooperation and change in union settings”,
49-Tayeb, M.H. (2001), International Business and Partnership, Issues and Concerns. Basingstoke: Palgrave.
50-Uddin, Sh and J. Choudhury (2008), “Rationality, traditionalism and the state of corporate governance mechanisms Illustrations from a less-developed country”, Accounting, Auditing & Accountability Journal , 21 (7): 1026-1051.
51-Weber, M (1968), “Bureaucracy”. In Economy and society: An outline of interpretive sociology, ed. Guenther Roth and Claus Wittich:956-1005. New York: Bedminster Press.
52-Yeganeh, H and Z. Su (2008),“An examination of human resource management practices in Iranian public sector”, Personnel Review, 37(2): 203-221.
53-Yeganeh, H. (2007), “An examination of Iranian management culture: characteristics and organizational implications”, Iran Quarterly Analysis, 4 (1): 35-57
)