Resource Management professionals under tensions: A Bourdieusian approach ** In line with the current discussion on Human Resource Management (HRM) professionals, we claim that HRM professionals are confronted with a critical challenge: they have to master the tensions between HRM as a profession on the one hand and the needs of maintaining power within their organization on the other. In this paper we explore whether HRM professionals perceive tensions stemming from changes in their professional role, their organizational roles and their position, where these tensions come from, and which strategies are used to cope with them in their daily practice. We build our theoretical frame on Bourdieu's Theory of Practice and conceptualize HRM professionals as actively contesting both their own as well as their groups' interests without losing sight of structural influences. Moreover, this theoretical framing allows us to assume that professional positions in organizations are inherently based on contradictions and tensions and so highlights these facets of HRM professional practice as well as focusing attention on coping strategies. Our empirical study is based on 21 interviews with German HRM professionals from large enterprises. The results show three main sources of tensions HRM professionals perceive within their organizations. These tensions stem from what we refer to as their various "sandwich" positions, from scarce resources, and from conflicts with line management. Our results show that these tensions are handled by HRM professionals as they dispose of suitable habitus aspects and professional capital. We identify four strategies that HRM professionals deploy when dealing with the tensions: the strategic consultant strategy, the active HRM service provider strategy, the HRM controller strategy and the qualification strategy. All of these strategies enable HRM professionals to maintain or even broaden the power position of HRM within their organization.

In the course of the so-called ‘digital transformation’, the digitalisation of manufacturing is on the agenda in many companies. Are works councils, as an important form of workplace representation of employees’ interests, prepared to bring employees’ interests into company digitalisation processes, and does this affect their own position of power? To answer these questions, four in-depth qualitative case studies of works councils from German industrial companies are conducted. The results show that works councils can rely on important resources in the bargaining of digitalisation processes. Through the combination of resource use with other factors, such as the perception of digitalisation and the (un)willingness of management to involve works councils, three different constellations can be identified under which dealing with digitalisation represents an opportunity or a threat for works councils.

Purpose The purpose of this paper is to enhance Bourdieu’s Theory of Practice for the analysis of power in multinational corporations. Therefore, they adopt and apply the Theory of Practice on power struggles within the board as the key field of power within the multinational company (MNC), which is interwoven with power struggles at the intraorganizational and interorganizational level of an MNC and its environment. Design/methodology/approach This paper describes the main elements of Bourdieu’s Theory of Practice and demonstrates their applicability to power struggles in MNCs, particularly through the development of a multi-level framework. This argument is illustrated by the case of a large German MNC’s supervisory board. Findings Extending Bourdieu’s Theory of Practice to the analysis of power in MNCs provides several advantages. Above all, we show the relevance of the board as the key field of power within MNCs that influences and is influenced by power constellations and power struggles throughout the MNC and its environment. Thereby, a more differentiated picture of (key) actors involved in power struggles in MNCs, and a deeper comprehension of the very nature of power in MNCs is achieved. Research limitations/implications Placing the supervisory board at the center implies that our framework is relevant to the study of not only power in MNCs but also boards. In addition, the authors arrive at practical implications for organizational actors and politics. As they concentrate on the presentation and illustration of the conceptual framework, the discussion of its methodological applicability options, as well as the integration of the various, detailed empirical findings of the previous MNC literature remain limited. Originality/value In contrast to earlier studies, this paper introduces a theoretical perspective that is not limited to either the micro-, meso- or macro-level of organizational analysis, but includes them and balances aspects of structure and agency well. The value of this fresh perspective on power in MNCs and its capability to deal with the complexity of this specific type of organization is demonstrated.

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In der Gynäkologie liegen intensive positive und negative Emotionen nah beieinander - denn hier geht es täglich um Gesundheit, Krankheit, Leben und Tod. Für Gynäkolog*innen stellen sich dadurch hohe Anforderungen an den Umgang mit den eigenen Gefühlen und denen der Patientinnen. Kerstin Rego zeichnet mit ihrer detailreichen qualitativen Grounded-Theory-Studie nach, wie Gynäkolog*innen dieses Management der Emotionen durch den Rückgriff auf ihre medizinische Fachlichkeit gelingt. Sie betrachtet die Rolle der Profession, findet bislang unbeachtete Strategien und nimmt Machtprozesse in den Blick. So werden neue Impulse für eine sich festzufahren drohende Emotionsmanagementdebatte geliefert.