| 1. |
- Andersen, Torben, et al.
(författare)
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Nordic HRM: Distinctiveness and Resilience
- 2016
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Ingår i: International Human Resource Management: Contemporary HR Issues in Europe. Eds.: Dickmann, M., Brewster, C. and Sparrow, P.. - London : Routledge. - 9781138776036 ; , s. 100-114
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Bokkapitel (refereegranskat)
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| 2. |
- Boglind, Anders, 1944, et al.
(författare)
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HR transformation and shared services: Adoption and adaptation in Swedish organisations
- 2011
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Ingår i: Personnel Review. ; 40:5, s. 570-588
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – This paper seeks to compare Ulrich's model of HR transformation/shared service organisation (the “three-legged stool”) with the empirical evidence from the research. The aim of the paper is to describe the journey from theory to practice of HR transformation in organisations as they adopt and adapt the model. Design/methodology/approach – An institutional frame of reference is used for case studies of seven Swedish organisations. The respondents in the 192 interviews are HR professionals, line managers and other stakeholders. Findings – All seven of the organisations adopted the HR transformation as a standard blueprint. Management consultants played a leading role in this process. HR service centres were established, the local HR staffs were reduced radically, and the remaining role, the HR business partners, took on lesser importance. During the adaptation process a variety of solutions resulted, some of which were innovations. Research limitations/implications – Because of the small sample size, the generalisability of the results is somewhat limited. Practical implications – The results may useful to both researchers and practitioners, whether they are involved in the study or in the re-organisation of HR. It is not easy to imitate a theoretical model or a “best practice” model without taking the translation process into consideration. Originality/value – Previous studies have not examined how HR transformation/shared service travels in different organisations using this number of interviews in in-depth research. These results show that achieving the desirable HR organisation depends on the translation and interpretations of the concepts in the local context
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| 3. |
- Boglind, Anders, 1944, et al.
(författare)
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HR Transformation in the Swedish context – global concepts, local adaptations
- 2009
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Ingår i: the Dutch HRM Conference, VU University, Amsterdam, 13-14 November 2009.
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Konferensbidrag (refereegranskat)abstract
- The globalization of the market for management ideologies means that same ideas are offered everywhere. This goes for ideas about management in general as well as for subsections like human resource management. What happens when a “global” HRM concept hits the ground? To what extent is it adapted to the local context? The basis for our discussion is data from an on-going research project where we describe and compare the way the concept and practice of HR Transformation has been adopted and adapted in seven big Swedish organisations. One main finding is that the complexity of the original ideas is reduced, resulting in a standard HRT concept, which is adopted by all of our organisations, irrespective of their business. When implemented the standard blueprint is adapted and the result is a variety of solutions, more or less related to the institutional context, national and corporate. Both the direction of the adaptations and the prospect for sustainability depends on the fit between the HRT and the institutional context. Some parts, like the centralized and system-supported shared service go well together with other dominating trends. Others, like the Business Partner role has less institutional support and may be difficult to sustain. In most cases the value adding aspect of HR Transformation gets a secondary role, and the capacity to cut costs and increase management control takes the upper hand. The practice of benchmarking and the urge for following “best practice” contributes to this process. Duplication of consultantsʼ recipes and imitation of companies considered to be role models has in most cases been the input to the adaption process. On the other hand, a few of the companies we have studied have been able to make their HRT journey to an integral part of their continued working methods. Where the HRT eventually lands is an open question. Neither theories nor recipes are objects; rather they are subjects that change when they are used. Further research including data from other countries may help us to a better answer.
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| 4. |
- Hällsten, Freddy, 1958
(författare)
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Good leadership is achieved by virtuous relationships
- 2005
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Ingår i: NFF, Aarhus, Denmark. August 18–20th 2005.
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Konferensbidrag (refereegranskat)abstract
- In this paper I discuss what good leadership means and how it can be manifested in the leader-follower relationship, in a way that could prove advantageous for both organisation and employees, including effectiveness and ethics. I consider theories about different leadership styles, i.e. task-oriented versus relation-oriented, together with Burns’ (1978) theories about transformational and transactional leadership, and various ethical perspectives. These perspectives are 1)teleological theories which means the end justifies the means, and the outcome will be stressed, e.g. utilitarian and ethical egoism, 2) the deontological duty ethics, which focus on the rules people ought to follow; they have moral obligations independent of the outcome (Aronson, 2001), and 3) Aristotelian virtue ethics, which involves our day-to-day actions as well as the character of the actors (Hällsten, 2003). Good leadership is connected to relationships between leaders and followers, as well as to ethics (Ciulla, 2004). I use a qualitative, in-depth, and interpretive method, describing three managers practise at Volvo Car Corporation, especially focusing one of them as representing “the good leadership”. I argue in favour of a combination of different styles together with ethical considerations. The good leadership should be task- and relationoriented, transformational (without excluding transactional aspects), and virtuous. It should also include knowledge about technical issues, because this gives the relationships legitimacy. All these aspects gives an integrated whole for the relationships. When a manager is able to create such good relationships, together with the co-workers, there are advantages for both parties. The advantage for the company is that the production-process works well with fewer disturbances; for the co-workers it means that they have a manager/leader who is interested in their work as well as in themselves as human beings. Good leadership is based upon achieving virtuous or excellent relationships. Some of the virtues that have been found during this study are dialogic skill, adaptability, flexibility and caring.
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| 5. |
- Hällstén, Freddy, 1958, et al.
(författare)
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HR transformation and shared service organisation on export - theoretical frames
- 2018
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Ingår i: XI International Workshop Human Resource Management, Sevilla, 25-26 October 2018.
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Konferensbidrag (refereegranskat)abstract
- The aim of this paper is to analyse the prerequisites for exporting the concept HR transformation and HR shared service organisation within MNCs, by studying earlier research and theoretical influences. Thereby the intention is to create a theoretical frame of reference that constitutes the basis for future empirical studies. The paper includes previous research on HR transformation/shared services and analyses this in relation to international HRM, international business, and institutional theory. The result shows that it is complicated to export such a concept over borders, due to all aspects that must be considered. Implementing an international HR transformation/ shared services at multinational corporations entails particular challenges as regards different legislation, institutions, cultures, and languages. Further studies are needed about the journey/process, i.e. how different companies have introduced HR transformation/shared services into their subsidiaries in different countries, as well as the results, i.e. successful and failed examples from different companies.
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| 6. |
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| 7. |
- Reichel, Astrid, et al.
(författare)
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Societal contingency of HR managerial power sources: The relevance of experience and academic degree of HR executives for HR managers' strategic positions
- 2012
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Ingår i: IFSAM – International Federation of Scholarly Associations of Management, June 26th – 29th 2012, University of Limerick, Ireland.
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Konferensbidrag (refereegranskat)abstract
- The pursuit of power is a central topic in human resource management research. Max Weber defined power as "the probability that one actor in a social relationship will be in a position to carry out his (sic) will despite resistance, regardless of the basis on which this probability rests" (p. 152, Theory of Social & Economic Organization). Understanding the factors that shape power is important because the contribution of HR managers depends on their authority in an organization [i.e. ability to exert influence on organizational members]. A well established view among HR scholars is that HR managers have difficulties to acquire authority in organizations by demonstrating the impact of their activities (on organizational performance) because implementing HR activities requires a long-term perspective and allocating responsibility for effects to the HR specialist unit is difficult since many organizational members are involved in managing personnel (Galang & Ferris, 1997; Purcell & Ahlstrand, 1994; Tsui & Gomes-Mejia, 1988). Given the constraints of taking results into consideration, what factors do organizations look at for staffing HR executive positions? Contemporary research examining factors that shape power of HR managers in organizations has pointed to the importance of the HR manager’s expertise and style as important factor to develop confidence that he/she conducts HR work properly. Investigations taking up this view have analyzed the HR manager’s use of impression management tactics (Galang & Ferris, 1997), fit with signals from senior management (Kelly & Gennard, 2000) and negotiated rolerelationships with multiple constituents (Truss, Gratton, Hope-Hailey, Stiles, & Zaleska, 2002). Strong support for the argument that power depends on perceptions of expertise comes from neo-institutional approaches, however with a different view on the locus of power sources. According to this perspective, the sources of power are shaped by rationalities prevailing in institutional settings (Thornton & Ocascio, 1999: 802). The rules that operate in institutional settings shape understandings of organizations about useful characteristics of HR executives. This means that whatever influence tactics HR executives expose, whether or not they are successful relies on the fit of these tactics with distinct rules of institutional settings. [These rules remain largely out of their influence sphere according to neo-institutional approaches.] While the historical contingency of power sources has received some attention in previous 3 institutional research on HR managers (e.g., Jacoby, 2004; Legge, 1987; Trudinger, 2004), the societal contingency of power sources has been largely neglected to date. Exceptions are Brandl, Mayrhofer and Reichel (2008) who focus on gender only and Jacoby’s et al. (2005) comparative study of organizational variables in U.S. and Japan. Against this background this article examines how the distinctive rationalities that prevail in societal contexts shape the determinants of HR executive power. Empirically, we examine the importance of three characteristics of HR executives – gender, academic education and practical HR experience – for becoming strategically integrated in their organizations in Germany, Spain, Sweden and UK. In HRM, strategic integration is seen as an important indicator of HR executive power1 (Legge, 1978); it comprises both, enacted power (through involvement in actual decision-making) as well as potential power (formal status as a board member). The included characteristics of HR executives can be roughly read as representing competencies (education, experience) and personality/traits (gender) of HR executives. The integration of competencies in our study refers to the debate on HR professionalism while the inclusion of gender relates to the (less developed) debate on stratification among male and female HR professionals. We compare patterns in the importance of the three characteristics for becoming strategically integrated at the country level because the conditions under which HRM operates are primarily set by nation states. The property, production and gender regimes of the nation states that we have selected for this study incorporate distinct rationalities that suggest differences in national patterns of HR executive power sources. Our study empirically demonstrates the societal contingency of sources of HR executive power. Assuming that individual background characteristics have symbolic value, i.e. signal appropriateness of HR executives’ for mastering challenges prevailing in distinct institutional settings, we examine how rationalities prevailing in institutional settings enable particular characteristics to function as a source of power. We extend existing research on societal contingency of power sources of HR executives by showing the linkage between salience of enabling HR competencies and rules prevailing in wider contexts.
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