Siinviidatud vabalevis olev tekst võiks kuuluda paljude juhtimiskursuste kohustusliku kirjanduse ning kõikide (avalikus sektoris) töötavate ja juhtimise või personalitöö eest tasu saavate töötajate lugemisvara hulka. Tekst pakub sisuka ülevaate inimestejuhtimise valdkonna ja strateegilise juhtimise valdkonna seostest. Peamine väärtus (minule) on siiski organisatsioonisiseste pingete esitamine.

Kuigi oleks huvitav uurida, kuidas muutuks inimestejuhtimise kvaliteet peale seda, kui kõik asjaomased siinviidatud teksti loeksid, siis see jääbki romantiliseks kujutluseks. Tõsi, tekst võib jääda keerukaks neile, kes küll juhtimise või personalitöö eest tasu võtavad, kuid kel puudub juhtimise- või personalitöö valkonda puudutav elementaarne ettevalmistus.

Kontekstiks:

Many scholars and organizational leaders prize the realization of full strategic HR fit and alignment (Eva et al., 2018; Fainshmidt et al., 2019; Trevor & Varcoe, 2016). However, complex, and dynamic organizational tensions typically thwart their endeavors (Baker & Singh, 2019; Snell & Morris, 2021).

Viide teoreetilisele raamistikule:

Snell and Morris (2021) have duly developed a new HR ecosystem theoretical framework, which builds on and extends dynamic capabilities theory. Their framework enables the analysis of the interrelationships between organizational strategy and workforce capabilities, composition, and culture(s). In this article, we are among the first to empirically apply Snell and Morris’ (2021) framework to the qualitative analysis of HR ecosystem tensions not only within, but also across knowledge-intensive organizations in the same sector and country.

Autorid lubavad ja esitavad uurimisküsimused:

We focus on knowledge-intensive organizations engaging in research and innovation by examining the HR ecosystems of university Business and Management (B&M) Schools, as they provide rich and insightful contexts for the analysis of the framework. […] Why are fit and alignment tensions generated in the HR ecosystems of knowledge-intensive B&M schools? And how do faculty working in these ecosystems experience these tensions?

Dünaamilisest võimekusest (huvilised võiks juurde lugeda strateegilises juhtimises tuntud dünaamilise võimekuse koolkonnast):

Snell and Morris’ (2021) HR ecosystem framework builds on dynamic capabilities theory, which recognizes that organizational requirements for internal and external fit are subject to change (Teece, 2011, 2020). Dynamic capability scholars contend that organizations with adaptive capabilities are better able to respond to rapid changes in ways that promote creativity and innovation by realigning their internal and external competencies, renewing their current resources, and generating new ones (Al-Aali & Teece, 2014; Fallon-Byrne & Harney, 2017).

Organisatsioonispetsiifika:

Academic faculty are knowledge workers who use their extensive knowledge capital and capabilities to make strategically valuable contributions to organizations and projects. However, the types of positions held by academic faculty and their contributions vary. For instance, they may be in an untenured post, tenure-track, or tenured. […] Like other knowledge workers (Donnelly, 2011), academics often work long hours (Grugulis, 2007; Hansen & Schnittka, 2018). Consequently, tensions between capabilities and capacities are likely to surface if the ability of knowledge workers to achieve strategic objectives is constrained by inadequate organizational support and resources (Swart & Kinnie, 2013)

Lugemishuvi suurendamiseks:

The application of the framework enabled us to move beyond the relatively static view of internal and external fit dominating existing SHRM and dynamic capabilities literature. This is because the framework highlights the need to examine how convergences and divergences in the subsystems of strategy, culture(s), capabilities, and composition interact in an HR ecosystem, which is part of a broader multiplex and includes a range of actors and stakeholders. […] Importantly, we show how tensions between “strategy and strategies”, “capabilities and capacities”, “composition and configuration” and “culture(s) and cohesion” are shaped by interactions within and between levels (meso, macro and micro) and ecosystems.

Donnelly, R., & Hughes, E. (2022). The HR ecosystem framework: Examining strategic HRM tensions in knowledge‐intensive organizations with boundary‐crossing professionals. Human Resource Management.