Organizing the HRM function: Responses to paradoxes, variety, and dynamism

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Title: Organizing the HRM function: Responses to paradoxes, variety, and dynamism
Authors: Keegan, Anne E.
Bitterling, Ilja
Sylva, Hella
Hoeksema, Ludwig
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Date: 21-Dec-2017
Online since: 2019-05-09T07:57:48Z
Abstract: We develop empirically based insights from five case studies and argue that how actors respond to paradoxical tensions helps to explain variety and dynamism in how the HRM function is organized. It also helps to clarify why widely popular models with clearly prescribed structures take on a variety of forms in practice and are dynamic. We contribute to theorizing on the HRM function by introducing a dynamic, tension-centered perspective, based on paradox theory, that builds on previous research on the organization of the HRM function and the challenges facing HRM practitioners working within any particular model to organize HRM work. We discuss the limitations of our study, as well as offering suggestions for future research and practical implications from paradox theory for HRM practitioners dealing with tensions in their work.
Type of material: Journal Article
Publisher: Wiley
Journal: Human Resource Management
Volume: 57
Issue: 5
Start page: 1111
End page: 1126
Copyright (published version): 2017 Wiley
Keywords: DynamismHRMOrganizationParadoxResponsesTensionsVariety
DOI: 10.1002/hrm.21893
Language: en
Status of Item: Peer reviewed
Appears in Collections:Business Research Collection

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