Problematizing people management practices: a critical realist study of knowledge sharing

IF 3.2 0 PHILOSOPHY
T. Edwards, Konstantinos Kakavelakis
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引用次数: 1

Abstract

ABSTRACT Within the field of Human Resource Management (HRM), it is assumed that people management practices, including teamworking and cultural initiatives, enable knowledge sharing because they encourage employees to work collaboratively. Perhaps less well understood are occasions when such efforts fail to deliver knowledge sharing arrangements. Here we employ the critical realist concept of emergence to situate the introduction of people management practices in support of knowledge sharing, to examine how such efforts create the emergent properties to either share or not to share knowledge. Then we refine the critical realist concept of communicative reflexivity to explain why employees decide to engage or withdraw from collaborative work. By focusing on reflexivity as not just an ‘internal dialogue’ but also as an ‘external conversation’ we demonstrate why the situated circumstances of work interactions is a significant form of mediation between social contexts and practice in support (or not) of knowledge sharing.
有问题的人事管理实践:知识共享的批判性现实主义研究
在人力资源管理(HRM)领域,人们认为人员管理实践,包括团队合作和文化倡议,能够实现知识共享,因为它们鼓励员工协同工作。也许人们不太了解的是,这些努力未能实现知识共享安排的情况。在这里,我们采用批判现实主义的涌现概念来定位支持知识共享的人员管理实践的引入,以检查这些努力如何创造共享或不共享知识的涌现属性。然后,我们完善了沟通反身性的批判现实主义概念,以解释员工决定参与或退出协作工作的原因。通过关注反身性不仅是一种“内部对话”,也是一种“外部对话”,我们证明了为什么工作互动的情境是社会背景和实践之间的重要调解形式,以支持(或不支持)知识共享。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
4.70
自引率
30.80%
发文量
26
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