On suur vahe, kas seisame vastamisi olukorraga, mis tõenäoliselt saabub või olukorraga, mis on kohal. Esimesel juhul on aega valmistuda, isegi kui seda aega on vähe, teisel juhul ei ole aega valmistuda, vaid tuleb uues olukorras tegutseda. Siinviidatu tegeleb selle viimasega. Tegemist on vabalevis oleva ajakirja erinumbrit sissejuhatava tekstiga. Erinumber tegeleb strateegilise personalijuhtimise küsimustega olukorras, milleks valmistuda ei ole võimalik.

Tekst ja erinumber võiks huvi pakkuda nii organisatsioonihuvilistele kui ka poliitikakujundajatele aga ka kõikidele inimestele üldiselt, sest tegeleb situatsioonidega, milles elame.

Kontekstiks:

A disruptive environment is a type of extreme managerial context but is different from other extreme management contexts, such as risky or emergency contexts, in the sense that it normally does not allow for preparation (Hällgren et al., 2018). The current COVID-19 pandemic vividly exemplifies such environmental disruption.

Kaks näidet, mis võiks ka eestikeelsele lugejale tuttavad olla:

Catastrophic economic changes such as the 2008 global financial crisis may force organizations to abandon their established routines and HR practices (Bae et al., 2003; Carvalho & Areal, 2016). Political turmoil such as terrorism may require companies to reconsider their HR practices of protecting employees operating in hostile environments (Bader et al., 2019; Gannon & Paraskevas, 2019; Mellahi & Wood, 2003).

Erinumbri ambitsioon:

The goal is to deepen our theoretical and empirical knowledge about the role of HRM in these disruptive environments and provide insights to managers and policymakers, who must deal with current and future disruptions in extra-organizational environments. In this introductory article of the special issue, we first outline existing discussions on the relationship between disruptive environments and HRM, followed by a summary of the articles included in this special issue.

Hädaolukord ja vahelesegav olukord:

While emergency situations allow for some level of preparation (for instance, fire for firefighters, medical emergency for doctors, air disasters for airline companies, mining accidents for mining companies), environmental disruptions involve extreme events that take organizations by surprise (for instance, the 2011 tsunami for the Japanese auto industry and COVID-19 for the global tourism industry).

Kolm peamist valdkonda:

In relation to HRM, Ererdi et al. (2021) specified three main sources of environmental disruptions: (1) natural disaster, (2) economic upheaval, and (3) political turmoil.

Ühiskondlik dimensioon:

For a society to overcome environmental disruptions, it should be able to quickly and effectively mobilize and allocate human resources. When a global health crisis (such as the SARS outbreak or the COVID-19 pandemic) occurs, a massive number of health professionals need to be mobilized and appropriately deployed to the place of need (Denis et al., 2021; Tian et al., 2022).

Kim, S., Vaiman, V., & Sanders, K. (2022). Strategic human resource management in the era of environmental disruptionsHuman Resource Management.