HRM may have become co-terminus with the new managerialism in the rhetorical orthodoxies of the HRM textbooks and other platforms for its professional claims. However, we have detailed case-study data showing that HR practices can be much more complicated, nuanced and indeed resistive toward management within organizational settings.Our study is based on ethnographic research, informed by actor-network theory and community of practice theory conducted by one of the authors over an eighteen month period. Using actor-network theory in a descriptive and critical way, we analyse practices of managerial resistance, enrolment and counter-enrolment through which an unofficial network of managers used a formal HRM practice to successfully counteract the official strategy of the firm, which was to close parts of a production site. As a consequence, this network of middle managers effectively changed top management strategy and did so through official HRM practices, coupled with other actor-network building processes, arguably for the ultimate benefit of the organization, though against the initial views of the top management.The research reported here, may be characterised as a situated study of HRM-in-practice and we draw conclusions which problematize the concept of HRM in contemporary management literature.

Abstract:Purpose -The aim of this paper is to investigate managerial behaviour through the use of narrative analysis to identify stories that are often ignored, silenced or 'missed out' by the hegemonic managerialist narrative.Design/methodology/approach -The data was generated from an eighteen month period of participant observation of a group of managers after they were acquired as part of a $1 billion takeover. The analysis considers the strategic perspective, the managerial perspective and the 'small' story. FindingsStrategy can be diverted or altered by managers lower down the organization. This is consistent with Dalton (1959) where managers lower down the organization adapt and change strategy to make it work. The need for greater consideration of the value of managers acquired as part of a merger or acquisition. Research limitations/implicationsParticipant observation and ethnomethodological narrative analysis have the potential to go beyond the hegemonic managerialist literature and identify a much more complex picture.However, such research is always open to criticism as being from the author's 'own perspective' and appearing to claim 'omnipresence'. Other stories have been given voice but it is never possible to say that all stories have been recovered from the silencing processes of the organization. Practical implicationsA clearer understanding of how management operates within an organization in practice. This enables organizations to reconsider how they engage managers. In addition the paper highlights the need for more focus on acquired people and processes post acquisition. 3 Originality/valueThis paper aims to provide an insight into management behaviour beyond the usual treatment of managers as an amorphous mass as is common in most of the hegemonic managerialist narrative.

Purpose-A reflection on at-home ethnographic (AHE) practice is employed to unpack the backstage messiness of an account to demonstrate how management students can craft finegrained accounts of their practice and develop further our understanding of management practices in situ. Design, Methodology, Approach-The paper reflects upon an example of AHE from an 18 month period at a chemical plant. Through exposure and exploration the paper outlines how this method was used, the emotion involved and the challenges to conduct "good" research. Findings-The paper does not seek to define 'best practice', it highlights the epistemic and ethical practices used in an account to demonstrate how AHE could enhance management literature through a series of practice accounts. More insider accounts would demonstrate understandings that go beyond distant accounts that purport to show managerial work as rational and scientific. In addition, such accounts would inform teaching of the complexities and messiness of managerial practice. Originality/Value-Ethnographic accounts (products) are often neat and tidy rather than messy, irrational, and complex. Reflection on ethnographer (person) and ethnographic methodology (process) is limited. However, ethnographic practices are mostly unreported. By reflecting on ethnographic epistemic and ethical practices the paper demonstrates how a largely untapped area has much to offer both management students and in making a fundamental contribution to understanding and teaching managerial practice.

PurposeThe purpose of this paper is to explore the ethicality, morality and partiality of at-home ethnography (AHE) through an account of organisational wrongdoing at a chemical plant.Design/methodology/approachThe paper utilises an AHE example from an 18-month period at a chemical plant. Following the account, the paper reflexively explores ethical, moral and partial issues.FindingsA well-crafted and reflexive, insider account of organisational wrongdoing enables the demonstration of the issues of ethics, morals and partiality faced by an ethnographer in the field. Whilst this is not an autoethnographic account, it is able to draw upon some contemporary thinking from autoethnography to inform reflexivity.Originality/valueThe account provides unique insight into an organizational world, the inner workings of a chemical site, which is often inaccessible to others.

Purpose -The purpose of this paper is to compare the competencies of managers in the UK and Taiwan. Design/methodology/approach -A comparative analysis of managers using a behavioural event interviewing (BEI) technique. Findings -Both cultures were highly achievement focussed. However, there were several marked differences in other behaviours which appear to be cultural in nature. UK managers demonstrated more interpersonal awareness, and concern for impact, whereas Taiwanese managers were more likely to demonstrate critical information seeking behaviour. Research limitations/implications -Interviews in some instances failed to uncover data and this has implications for the use of generic behavioural event interviews internationally. Practical implications -The research suggests the idea of organisations' employing generic "international" competency models and behavioural event interview techniques is problematic. Originality/value -The research is able to demonstrate the problems with international competency models through unique access to an organisation's competency model and to managers in two locations.