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Bridging the research-practice gap in modern human resource management
IF 8.2 1区 管理学
Human Resource Management Review Pub Date : 2025-01-22 DOI: 10.1016/j.hrmr.2025.101076
Jaap Paauwe, Karina Van De Voorde
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引用次数: 0
Confronting and alleviating AI resistance in the workplace: An integrative review and a process framework
IF 8.2 1区 管理学
Human Resource Management Review Pub Date : 2024-12-30 DOI: 10.1016/j.hrmr.2024.101075
Ismail Golgeci , Paavo Ritala , Ahmad Arslan , Brad McKenna , Imran Ali
{"title":"Confronting and alleviating AI resistance in the workplace: An integrative review and a process framework","authors":"Ismail Golgeci ,&nbsp;Paavo Ritala ,&nbsp;Ahmad Arslan ,&nbsp;Brad McKenna ,&nbsp;Imran Ali","doi":"10.1016/j.hrmr.2024.101075","DOIUrl":"10.1016/j.hrmr.2024.101075","url":null,"abstract":"<div><div>This study involves an integrative literature review and a process framework explaining the mechanisms to confront and alleviate employee Artificial intelligence (AI) resistance in organizations. First, we conceptualize AI resistance as a three-dimensional concept embodied in employees' fears, inefficacies, and antipathies toward AI. We advance that experiencing mistrust, existential questioning, and technological reflection are key individual mechanisms to confronting AI resistance connected to organizational mechanisms to alleviate AI resistance through the continuous interaction and unfolding of anxiety and introspection. We also explain the alleviation of AI resistance as an organizational process consisting of AI accessibility, human-AI augmentation, and AI-technology legitimation, each of which maps into one of the dimensions in the employee-level confrontation mechanisms. Overall, our conceptual framework provides an overarching and granular understanding of AI resistance, how employees confront it, and how it can be alleviated in the workplace.</div></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":"35 2","pages":"Article 101075"},"PeriodicalIF":8.2,"publicationDate":"2024-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143102514","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
A model of managerial coach learning and development
IF 8.2 1区 管理学
Human Resource Management Review Pub Date : 2024-12-26 DOI: 10.1016/j.hrmr.2024.101073
Udayan Dhar
{"title":"A model of managerial coach learning and development","authors":"Udayan Dhar","doi":"10.1016/j.hrmr.2024.101073","DOIUrl":"10.1016/j.hrmr.2024.101073","url":null,"abstract":"<div><div>Managerial Coaching has emerged as a compelling new approach to leadership in organizations. While research has so far demonstrated the key behaviors and competencies associated with successful managerial coaching, comparatively fewer studies have examined how managerial coaching can be developed in leaders, or how leaders learn managerial coaching behaviors. After reviewing the existing literature on managerial coach training and development, and drawing upon research from the fields of leadership development and active learning, a three-phase model of managerial coach learning and development is proposed. The model suggests that the development of managerial coaches can be understood as a process of developing their readiness to incorporate a coach approach to their leadership; and undergoing specific cognitive, affective, and motivational pathways towards building a set of competencies, mindsets, identities, and efficacies associated with effective managerial coaching behaviors. Implications for training and development of organizational managers are discussed.</div></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":"35 2","pages":"Article 101073"},"PeriodicalIF":8.2,"publicationDate":"2024-12-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143102512","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
A typology of long-term expatriates: Conceptualization, consequences and future research
IF 8.2 1区 管理学
Human Resource Management Review Pub Date : 2024-12-25 DOI: 10.1016/j.hrmr.2024.101074
Jan Selmer , Margaret Shaffer , Stefan Jooss , B. Sebastian Reiche
{"title":"A typology of long-term expatriates: Conceptualization, consequences and future research","authors":"Jan Selmer ,&nbsp;Margaret Shaffer ,&nbsp;Stefan Jooss ,&nbsp;B. Sebastian Reiche","doi":"10.1016/j.hrmr.2024.101074","DOIUrl":"10.1016/j.hrmr.2024.101074","url":null,"abstract":"<div><div>The expatriation literature typically focuses on single and temporary types of international assignments and rarely studies how expatriates' experiences may evolve over time. We examine why and how expatriates extend their assignments. Adopting an embeddedness lens, we draw on organizational and community embeddedness—and expatriate lifestyle embeddedness as a novel third dimension—to better understand expatriates' embeddedness and subsequent career-related decisions. We unpack the intrapersonal and interpersonal consequences of being a long-term expatriate and develop a future research agenda. We contribute to the literature with an embeddedness-informed typology of long-term expatriation that theorizes about salient attributes and international experiences of long-term expatriates.</div></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":"35 2","pages":"Article 101074"},"PeriodicalIF":8.2,"publicationDate":"2024-12-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143102511","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Modern day leadership: Are we getting the business leaders that we deserve?
IF 8.2 1区 管理学
Human Resource Management Review Pub Date : 2024-12-17 DOI: 10.1016/j.hrmr.2024.101072
Anthony J. Nyberg , David G. Collings , John F. McMackin , Patrick M. Wright
{"title":"Modern day leadership: Are we getting the business leaders that we deserve?","authors":"Anthony J. Nyberg ,&nbsp;David G. Collings ,&nbsp;John F. McMackin ,&nbsp;Patrick M. Wright","doi":"10.1016/j.hrmr.2024.101072","DOIUrl":"10.1016/j.hrmr.2024.101072","url":null,"abstract":"<div><div>Recent workforce disruptions including work relocation, machine learning, and widespread layoffs, have increased the challenges that business leaders face. These disruptions to the workforce have highlighted the importance and challenges of leadership. To understand how the dramatic workforce changes are affecting the roles and requirements of business leaders, we collected data from senior business leaders about how they navigated and, in many cases, transformed their organizations through crisis. We also interviewed senior business leaders about what is needed to guide the modern organization. Based on these learnings, we formulated explanations for how senior business leaders can be successful, particularly during times of upheaval. The combination of learnings allows us to consider how senior business leaders can learn from crises to positively affect organizational performance for the long-term and what organizations can learn about senior business leaders during challenging times.</div></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":"35 2","pages":"Article 101072"},"PeriodicalIF":8.2,"publicationDate":"2024-12-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143102513","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Trust repair in politically polarized workplaces
IF 8.2 1区 管理学
Human Resource Management Review Pub Date : 2024-12-06 DOI: 10.1016/j.hrmr.2024.101071
Edward C. Tomlinson
{"title":"Trust repair in politically polarized workplaces","authors":"Edward C. Tomlinson","doi":"10.1016/j.hrmr.2024.101071","DOIUrl":"10.1016/j.hrmr.2024.101071","url":null,"abstract":"<div><div>As the political landscape has grown more contentious in recent years, workplaces (as a microcosm of society) have encountered increased political polarization. Researchers and practitioners alike have noted that political polarization undermines workplace relationships and the trust that sustains them. In response, I integrate trust repair research with the broader conflict management literature to develop a conceptual model of trust repair in politically polarized workplaces. These insights yield a new construct (constructive engagement) posited to occupy a central role in facilitating increased trustworthiness perceptions of a coworker in one's political outgroup. Drawing from the contact hypothesis (<span><span>Allport, 1979</span></span>), I also propose how organizations can create and maintain conditions that strengthen the beneficial effects of constructive engagement. Finally, I argue that repaired perceptions of trustworthiness will lead to repaired trust at both individual and relationship levels, and ultimately more constructive psychological and behavioral outcomes.</div></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":"35 2","pages":"Article 101071"},"PeriodicalIF":8.2,"publicationDate":"2024-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143163766","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
The feedforward interview: A theoretical account 前馈访谈：一种理论解释
IF 8.2 1区 管理学
Human Resource Management Review Pub Date : 2024-11-29 DOI: 10.1016/j.hrmr.2024.101061
Eyal Rechter , Avraham N. Kluger , Dina Nir
{"title":"The feedforward interview: A theoretical account","authors":"Eyal Rechter ,&nbsp;Avraham N. Kluger ,&nbsp;Dina Nir","doi":"10.1016/j.hrmr.2024.101061","DOIUrl":"10.1016/j.hrmr.2024.101061","url":null,"abstract":"<div><div>In the ongoing effort to maximize employee performance, the managerial tools of performance management, performance appraisal, and feedback often fail to produce desirable organizational outcomes. As a remedy, some scholars suggest the Feedforward Interview (FFI), which helps employees identify strengths, develop new behaviors, and improve performance. To promote understanding of the FFI, we detail the theoretical mechanisms activated by each of its five stages and offer new ways to use it. The FFI potentially creates the proximal outcomes of positive emotions, bonding, psychological safety, insights, interviewer knowledge, and satisfaction of intrinsic needs. These outcomes motivate change and improve work performance, collaboration between interviewer and interviewee, and well-being. We discuss differences between feedback and the FFI, boundary conditions, and applications—from performance appraisal and personnel selection to employee, team, leadership, and organizational development—thereby providing managers and practitioners with deeper knowledge and a broader range of potential uses for the FFI.</div></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":"35 2","pages":"Article 101061"},"PeriodicalIF":8.2,"publicationDate":"2024-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142745771","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Time to voice? A review and agenda for longitudinal employee voice research 该发言了吗？纵向员工语音研究综述与议程
IF 8.2 1区 管理学
Human Resource Management Review Pub Date : 2024-11-09 DOI: 10.1016/j.hrmr.2024.101059
Aldrich Dominic Guarin , Keith Townsend , Adrian Wilkinson , Martin Edwards
{"title":"Time to voice? A review and agenda for longitudinal employee voice research","authors":"Aldrich Dominic Guarin ,&nbsp;Keith Townsend ,&nbsp;Adrian Wilkinson ,&nbsp;Martin Edwards","doi":"10.1016/j.hrmr.2024.101059","DOIUrl":"10.1016/j.hrmr.2024.101059","url":null,"abstract":"<div><div>This article presents a systematic literature review of 256 longitudinal studies found from two major databases to examine employee voice, involvement, participation, and silence within organisations. We first explore the development of employee voice as an academic subject of study and then explain how similar constructs, like involvement, participation, and silence have been incorporated to our review. We investigate how the compiled longitudinal articles examine, analyse, and explain how voice is elucidated through a study over time. We find that most longitudinal studies do not explicitly place importance on the notion of time when examining voice. We then compile well-cited models and voice frameworks to explain voice longitudinally. We focus on the importance of time and discuss how exploring voice through a temporal lens will be a step forward in understanding the dynamics within an organisation. In reviewing the features of existing longitudinal research in the field of voice and applying some key components of existing models (Marchington et al., 1992; Townsend et al., 2020), we develop and apply a broader voice framework that can incorporate different organisational elements, including process and outcomes over time. We also propose a future research agenda for longitudinal studies in employee voice.</div></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":"35 1","pages":"Article 101059"},"PeriodicalIF":8.2,"publicationDate":"2024-11-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142745599","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
The different faces of e‑leadership: Six perspectives on leading in the era of digital technologies 电子领导的不同面貌：数字技术时代领导的六个视角
IF 8.2 1区 管理学
Human Resource Management Review Pub Date : 2024-11-01 DOI: 10.1016/j.hrmr.2024.101058
Robin Bauwens , Laura Cortellazzo
{"title":"The different faces of e‑leadership: Six perspectives on leading in the era of digital technologies","authors":"Robin Bauwens ,&nbsp;Laura Cortellazzo","doi":"10.1016/j.hrmr.2024.101058","DOIUrl":"10.1016/j.hrmr.2024.101058","url":null,"abstract":"<div><div>Although leadership is critical for overcoming the challenges of digital technologies (DTs), their mutual relationships remain poorly understood. By reviewing 257 peer-reviewed articles, this study builds on adaptive structuration theory (AST) and institutional logics to identify six different relationships among leadership, DTs, and institutional properties: 1) the influence of DTs on leadership displays; 2) the influence of leadership on DTs' design and appropriation; 3) the influence of institutional properties on leadership displays; 4) the impact of institutional properties on DT-related choices; 5) the role of leadership in transforming organizations and their institutional properties; and 6) the influence of DTs on institutional properties. This study demonstrates that AST and institutional logics can foster a comprehensive understanding of the broad and sometimes contradictory findings of research on leadership and DTs. We propose a conceptual model to guide future studies.</div></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":"35 1","pages":"Article 101058"},"PeriodicalIF":8.2,"publicationDate":"2024-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142745598","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
The role of country-level human capital in the high-performance work systems and organizational performance association: A meta-analysis 国家级人力资本在高绩效工作系统和组织绩效关联中的作用：一项元分析
IF 8.2 1区 管理学
Human Resource Management Review Pub Date : 2024-10-28 DOI: 10.1016/j.hrmr.2024.101057
Xiaoxuan Zhai, Fang Huang, Xiaowen Tian
{"title":"The role of country-level human capital in the high-performance work systems and organizational performance association: A meta-analysis","authors":"Xiaoxuan Zhai,&nbsp;Fang Huang,&nbsp;Xiaowen Tian","doi":"10.1016/j.hrmr.2024.101057","DOIUrl":"10.1016/j.hrmr.2024.101057","url":null,"abstract":"<div><div>Integrating the Ability-Motivation-Opportunity model in human resource management with the eclectic paradigm in international business research, we examine the role of country-level human capital development in the high-performance work systems (HPWS) and organizational performance (OP) association. We posit that there is a substitution relationship between country-level human capital development and organization-level HPWS in shaping OP. HPWS generates a stronger effect on OP in countries with a lower level of human capital development and thus a greater need for HPWS to boost performance. Training &amp; development plays a key role in turning human capital available in a country into talent resources useful in an organization, thereby strengthening the HPWS-OP association. This role is stronger in countries with a lower level of human capital development. We conduct meta-analyses of 56,868 business entities from 20 countries/regions in 232 samples from 1994 to April 2024, and find evidence to support our arguments.</div></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":"35 1","pages":"Article 101057"},"PeriodicalIF":8.2,"publicationDate":"2024-10-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142745597","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
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