Addressing big societal challenges in HRM research: A Society-Actors-Processes-Policy framework

Abstract

The paper advances a new 'Society-Actors-Processes-Policy' (SAPP) framework to aid policy makers and management scholars in addressing big societal challenges. A new sensitizing framework is developed from evaluating and extending policy debates in top management journals linked to societal challenges. SAPP contributes to policy, practice and management theory by offering a novel perspective to conceptualize and examine the relationship between organizations, people management, policy making and big societal challenges across micro, meso and macro levels. The framework supports more meaningful theorizing to a wider public community by encouraging dialogue between academics, policy makers and other stakeholders. SAPP's conceptual contributions link theory with policy and place management and HRM scholars in a stronger agenda-setting position to impact future equitable and sustainable policy making.

A constructive error management culture promotes innovation and corporate social responsibility: A multi-level analysis in 10 countries

“…In the face of a rapidly changing business world more and more firms realize the need to serve multiple purposes and make their HRM more sustainable (Ehnert, 2014; Hughes and Dundon, 2023; Kruse et al, 2019; O’Higgins and Zsolnai, 2017). Also in academia, Sustainable HRM gained a lot of interest as recent reviews illustrate (Aust et al, 2020; De Stefano et al, 2018; Podgorodnichenko et al, 2020).…”

“…However, this perspective of a “hard,” firm-only evaluation of HRM effects neglects the embeddedness of HR in society and ecology and HRM’s multiple roles going along with this. Facing grand challenges like global warming, inequality, and social marginalization (Dyllick and Muff, 2016; Hughes and Dundon, 2023), firms and thereby also their HRM, are expected to contribute their share to addressing these challenges (Barnett et al, 2020; Lindorff et al, 2012; Stephan et al, 2016). A new form of HRM acknowledging the contextuality of HRM, its multiple roles, and the need to go beyond short-term quarterly returns as a success criterion is coined Sustainable HRM (De Stefano et al, 2018; Guerci and Carollo, 2016; Podgorodnichenko et al, 2020).…”

Doing justice: Moving from the pain and trauma of injustice to healing

“…As responsible research practices gain attention (e.g., Tsui, 2022), it is important to not simply study practically significant issues, but also ensure that the way we study and translate knowledge also adheres to responsible practices. For example, Hughes and Dundon (2023) argued that focusing scholars on addressing societal challenges can help make strides, but it is also important to ensure that this research brings marginalized groups into the fold to ensure that they have a voice and appropriate representation. Similarly, cultivating connections, common purpose and values, and a shared reality between scholars and practitioners can facilitate knowledge transfer whereas embedding these practices in educational endeavors can help future leaders learn the values and skills that can enable them to successfully tackle societal challenges together.…”