Strategy emergence in service delivery networks: Network‐oriented human resource management practices at German airports

Abstract

Organisational restructuring towards vertical disintegration and the accompanying rise of service delivery network (SDN) calls for closer attention, studying whether and how work and employment are strategically managed across organisational boundaries. In this paper, we adopt a "strategy-as-practice" approach to explain the emergence of an Human Resource Management (HRM) strategy which is geared towards managing work across organisational boundaries. Based on a comparison of two German major hub airports, we find that differences in network-oriented HRM strategising in areas such as recruiting, remuneration and training result from micro-political game playing. In this piecemeal process, management as well as external and internal stakeholders such as workers' representatives, and local and federal politicians participate by using their inter-organisational relationships and institutionalised power resources to shape a network-oriented HRM practice. With these findings, we contribute not only to HRM research from a strategy-as-practice perspective that is sensitive to institutions, but also to research on interorganisational collaboration that has neglected issues of HRM so far, by and large.

Influence of Warehouse Management Practices on Service Delivery in Zimbabwean Local Authorities

“…The survey included a diverse sample of individuals with over 5 years of experience in administration, operations, and management, with 88.5% holding qualifications beyond the diploma level. This ensured a well-rounded understanding of the subject under examination, as the majority of respondents had extensive knowledge of the subject (Sydow et al, 2020).…”

“…Issues of warehouse management practices in Zimbabwe have also been articulated by Sydow et al (2020), who posited that the degree of macro environmental uncertainty in Zimbabwe is the major drawback for service delivery by government entities. In addition, Sydow et al (2020) attributed poor warehouse management practices to a shortfall of inventory management technology on the basis of the reality that technology advancement has long lagging behind. Sydow et al (2020) in this regard therefore argued that it is the major reason for limited opportunities for government entities to engage in MRP systems.…”

“…In addition, Sydow et al (2020) attributed poor warehouse management practices to a shortfall of inventory management technology on the basis of the reality that technology advancement has long lagging behind. Sydow et al (2020) in this regard therefore argued that it is the major reason for limited opportunities for government entities to engage in MRP systems. In a supportive dimension, it is also postulated by Sydow et al (2020) that mostly government-owned and -controlled entities are greatly affected by the dynamics of the macroenvironment, especially when considering bureaucratic operational systems that are not easily adaptable to the changes.…”

“…Sydow et al (2020) in this regard therefore argued that it is the major reason for limited opportunities for government entities to engage in MRP systems. In a supportive dimension, it is also postulated by Sydow et al (2020) that mostly government-owned and -controlled entities are greatly affected by the dynamics of the macroenvironment, especially when considering bureaucratic operational systems that are not easily adaptable to the changes. Maware and Adetunji (2019) in this case further argue that private entities' inventory management systems in Zimbabwe are better performing than those of government entities.…”

Evaluating key capabilities for developing global collaborative networks using a multi-layer decision-making approach

“…(Sacomano Neto and Serra Truzzi, 2009), (Lundberg, 2010), (Moeller, 2010), (Cambra-Fierro et al, 2011), (Petter et al, 2014), (Peng et al, 2018), (Schardosin et al, 2020) 21 HRM  Training human resource;  Commitment to talent management (Caglio and Ditillo, 2008), (Wu et al, 2009), (Moeller, 2010), (Oprime et al, 2011), (Petter et al, 2014), (Ricciardi et al, 2018), (Sydow et al, 2020) 21 Intangible assets  Branding;  Intellectual capital management. (Caglio and Ditillo, 2008), (Wu et al, 2009), (Moeller, 2010), (Oprime et al, 2011), (Petter et al, 2014), (Ricciardi et al, 2018), (Papa et al, 2020) 21 Autonomy and decision making  Formalisation of relations and governance;  Skills for managing international relations;  Promoting decision-making at all levels.…”