HRM systems and knowledge transfer in alliance projects: Exploring social identity dynamics

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2024-02-08 DOI:10.1016/j.hrmr.2024.101016

Mamta Bhatt, Elise Marescaux

引用次数: 0

Abstract

Building upon the HR architecture model, we propose a framework that explains how – within an alliance project between two firms – HRM systems (composed of various HRM practices) shape inter-organizational knowledge transfer. Such projects may involve intergroup bias, i.e., employees may particularly favor and value members of their own firm, which may impede inter-organizational knowledge transfer. Given the intergroup dynamics, we argue that social identity is a key mediator underlying the relationship between HRM systems and knowledge transfer. We discuss how each firm's HRM system(s) independently and jointly affect employees' social identity, stressing the importance of an HRM fit within and between both companies. Finally, we propose a factor – shared other identities – that may moderate the HRM systems and social identity relationship and also shape social identity directly. Our model provides a nuanced view of how HRM systems can facilitate knowledge transfer by shaping employees' social identities in alliance projects.

查看原文本刊更多论文

联盟项目中的人力资源管理制度和知识转移：探索社会身份动态

在人力资源架构模型的基础上，我们提出了一个框架，用以解释在两家公司的联盟项目中，人力资源管理系统（由各种人力资源管理实践组成）如何影响组织间的知识转移。这类项目可能涉及群体间偏见，即员工可能会特别偏爱和重视本企业的成员，这可能会阻碍组织间的知识转移。鉴于群体间的动态关系，我们认为社会认同是人力资源管理系统与知识转移之间关系的关键中介。我们讨论了每家公司的人力资源管理系统如何独立和共同影响员工的社会认同，强调了两家公司内部和之间人力资源管理契合的重要性。最后，我们提出了一个因素--共享的其他身份--它可能会缓和人力资源管理系统与社会认同之间的关系，也可能直接影响社会认同。我们的模型提供了一个细致入微的视角，说明人力资源管理系统如何通过塑造联盟项目中员工的社会认同来促进知识转移。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文求助全文

来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.