Closing the gap between scholarly knowledge and practice: Guidelines for HRM action research

Bleijenbergh, I.L.; Mierlo, Jorrit van; Bondarouk, Tanya

doi:10.1016/j.hrmr.2020.100764

Cited by 31 publications

(40 citation statements)

References 105 publications

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“…Overall, the engagement between quantitative and qualitative researchers in both theory building/testing and in the design of research projects to take the context seriously could be much better than it currently is. This leads to the third implication: that we need to build constructive relationships with practitioners and policy makers who are seeking to draw on independent research to develop actionable mechanisms for change (e.g., Bleijenbergh et al, 2020). This should include the full network of stakeholders while recognising that academics in HRM are connected to a field of management practice and to a professional community.…”

Section: Discussionmentioning

confidence: 99%

Studying mutuality and perversity in the impacts of human resource management on societal well‐being: Advancing a pluralist agenda

Boxall

2021

Human Res Mgmt Journal

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Situated within a societal perspective on human resource management (HRM), this paper asks how HRM academics can make a better contribution to understanding the impacts of HRM on societal well-being. It argues that we should target the 'so what?' questions that matter to society, including important issues of employer-employee misalignment and of perverse alignment ('perverseperformance work systems'). It calls for an approach to societal issues in HRM that is problem-focused and theoryinformed. While recognising some validity to the criticisms of academic HRM raised in the 'psychologisation' debate, the article argues that the critique is over-generalised and contests the idea that the concern of HRM academics with enhancing workplace mutuality is an expression of a unitarist ideology. Mutuality and unitarism should not be conflated. In advancing a pluralist agenda, it argues that we must become better at theoretical integration, at synergising our research methods and at engaging constructively with practitioners and policy makers.

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Section: Discussionmentioning

confidence: 99%

Studying mutuality and perversity in the impacts of human resource management on societal well‐being: Advancing a pluralist agenda

Boxall

2021

Human Res Mgmt Journal

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“…Since its inception, human resource management (HRM) has faced pressures to prove its contribution to the organization (Bleijenbergh et al, 2020). The consequence has been the emergence of a plethora of HRM research to examine HRM's impact on both employees and organizations, and to view HRM as a strategic tool (Collins, 2020;Oppel et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

High commitment human resource management practices and hotel employees' work outcomes in Bangladesh

2021

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Studies in the field of high commitment human resource management have pointed to the importance of interpersonal relationships in the workplace. In line with this, the focus of this study is on identifying how high commitment human resource management creates and sustains employee relationships. Viewing high commitment human resource management as a relational process, we identify six distinct practices -selective hiring, training and development, participation, promotion opportunity, teamwork, and reward and recognition -that influence three employee-related outcomes -organizational commitment, organizational citizenship behavior, and employee retention. Based on data from 365 front-line employees in 5-star hotels in Bangladesh, and using social exchange theory as a lens, we explore how high commitment human resource management can influence work outcomes. The results provide additional evidence of the role that high commitment human resource management plays in ensuring positive work outcomes, and indicates how organizations might benefit from this knowledge.

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“…Qualitative research was deemed appropriate to collect data on the complex phenomena of digital KS and SL. Bleijenbergh et al (2020) proposed that more exploratory research strategies like case studies and action research should be used Knowledge sharing and social learning because these engage practitioners in the research process. A case study is a comprehensive research strategy suited to get a complete picture of a phenomenon in its context, which involves the study of a case within a real-life setting through detailed, in-depth data collection (Creswell and Poth, 2018;Patton, 2015;Yin, 2017).…”

Section: Methodsmentioning

confidence: 99%

“…A case study is a comprehensive research strategy suited to get a complete picture of a phenomenon in its context, which involves the study of a case within a real-life setting through detailed, in-depth data collection (Creswell and Poth, 2018;Patton, 2015;Yin, 2017). Action research is an iterative, participatory research strategy in which scholars and practitioners collaborate using academic literature and scientific research methods in both solving actual organisational problems and advancing scholarly knowledge, ensuring that outcomes inform academic scholarship as well as practice (Bleijenbergh et al, 2020). Action research is rigorous research that is both academically and practically relevant, in which scholarly involvement safeguards the methodological quality, as well as the academic rigour and relevance of the action research (Bleijenbergh et al, 2020).…”

Section: Methodsmentioning

confidence: 99%

Addressing the knowledge divide: digital knowledge sharing and social learning of geographically dispersed employees during the COVID-19 pandemic

Valk

Planojevic²

2021

JGM

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PurposeThe purpose of this paper is to investigate digital knowledge sharing (KS) and social learning (SL) of geographically dispersed employees during the COVID-19 pandemic.Design/methodology/approachThe method is qualitative case study action research within a leading global provider of comprehensive logistics and transportation solutions; 22 employees from various geographically dispersed entities were selected through purposive sampling. Employees took part in interviews to explore their perspectives on and experiences with digital KS and SL.FindingsFindings first show that successful digital KS and SL hinges on the motivation, intentions, attitude and behaviour of employees to share and co-create knowledge embedded in supportive KS culture and climate. Second, findings show that the implementation of knowledge sharing platforms customised to the needs and preferences of employees within the case study organisation facilitated KS and SL, which in turn aided the development of individual and organisational capability, agility and adaptability required in the contemporary, digital knowledge economy, especially during the COVID-19 pandemic.Research limitations/implicationsThis research was a single case study of an organisation within one business sector, namely logistics, encompassing a small sample of 22 employees. Hence, this study does not permit statistical generalisation but only permits internal generalisation.Practical implicationsForming and sustaining networks of influencers, i.e. employees who are role models of digital KS and SL, who serve as strong advocates and ambassadors for instilling a KS culture and climate within the organisation have a powerful influence on evoking digital KS and SL organisation-wide.Originality/valueThe contribution of this paper is that it presents an evidence-based “Digital Knowledge Sharing and Social Learning model” depicting the factors that influence digital KS and SL, the benefits and outcomes. This model aids researchers and practitioners to better understand the dynamics of digital KS and SL between organisational members in a cross-cultural business environment during times of crises.

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Closing the gap between scholarly knowledge and practice: Guidelines for HRM action research

Cited by 31 publications

References 105 publications

Studying mutuality and perversity in the impacts of human resource management on societal well‐being: Advancing a pluralist agenda

Studying mutuality and perversity in the impacts of human resource management on societal well‐being: Advancing a pluralist agenda

High commitment human resource management practices and hotel employees' work outcomes in Bangladesh

Addressing the knowledge divide: digital knowledge sharing and social learning of geographically dispersed employees during the COVID-19 pandemic

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