{"title":"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","authors":"Mamta Bhatt, Elise Marescaux","doi":"10.1016/j.hrmr.2024.101016","DOIUrl":null,"url":null,"abstract":"<div><p>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.</p></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":null,"pages":null},"PeriodicalIF":8.2000,"publicationDate":"2024-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"HRM systems and knowledge transfer in alliance projects: Exploring social identity dynamics\",\"authors\":\"Mamta Bhatt, Elise Marescaux\",\"doi\":\"10.1016/j.hrmr.2024.101016\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<div><p>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.</p></div>\",\"PeriodicalId\":48145,\"journal\":{\"name\":\"Human Resource Management Review\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":8.2000,\"publicationDate\":\"2024-02-08\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Human Resource Management Review\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://www.sciencedirect.com/science/article/pii/S1053482224000068\",\"RegionNum\":1,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Human Resource Management Review","FirstCategoryId":"91","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S1053482224000068","RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}
HRM systems and knowledge transfer in alliance projects: Exploring social identity dynamics
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.
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.