Frans Bévort, John Storm Pedersen and Jon Sundbo
Describes some characteristics of Danish human resource managementand analyses recent trends that point towards future practices and HRMconcepts. Presents a theoretical framework…
Abstract
Describes some characteristics of Danish human resource management and analyses recent trends that point towards future practices and HRM concepts. Presents a theoretical framework in which the HRM of the 1990s can be understood, based on empirical research in a number of Danish companies from 1989 to 1991. Concludes that Danish firms are gradually changing their HRM outlook, from one dominated by the fascination of new technologies combined with a traditional cost‐conscious economic strategy to a new techno‐human paradigm of HRM and work organization. Outlines a number of challenges that HRM specialists will face in the 1990s, within the framework of a new techno‐human paradigm.
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Herman Aksom, Oksana Zhylinska and Tetiana Gaidai
This paper aims to demonstrating that the former new institutional theory of isomorphism and decoupling cannot be extended, modified or refuted as it is a closed theory. By…
Abstract
Purpose
This paper aims to demonstrating that the former new institutional theory of isomorphism and decoupling cannot be extended, modified or refuted as it is a closed theory. By analyzing the structure of this former version of institutional theory and its numerous modern competitors (institutional entrepreneurship, institutional work and institutional logics theories) it is argued that these alternative theories demonstrate even less explanatory and predictive power and do not refute or extend their predecessor. The rise of new organizational theories can have no other effect on classic institutional theory than to limit the domain of its applicability. In turn, there are a number of principles and conditions that future theories should meet to be accepted as progressive advancements.
Design/methodology/approach
The paper provides a review of relevant organizational and philosophical literature on theory construction and scientific progress in organizational research and offers a set of principles and demands for those new theories that seek to challenge new institutionalism.
Findings
The authors show that the former institutional theory satisfies two main criteria that any scientific theory should conform with following it is useful and falsifiable in term of giving explanations and predictions while, at the same time, clearly specifying what can be observed and what cannot; what can happen and what is not likely to occur. Modern institutional theories cannot demonstrate this quality and they do not satisfy these criteria. Moreover, institutional isomorphism theory is a closed theory, which means it cannot be intervened with changes and modifications and all future theories should develop their theoretical propositions for other domains of applications while they should account for all empirical phenomena that institutional theory successfully explains.
Originality/value
Adopting instrumental view on organizational theories allowed reconstructing the logic and trajectory of organizational research evolution and defends its rationality and progressive nature. It is also outlined how existing dominant theory should be treated and how new theories should challenge its limitations and blind spots and which philosophical and methodological criteria should be met.
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Lisa Ferm, Andreas Wallo, Cathrine Reineholm and Daniel Lundqvist
This study aims to contribute knowledge about different professional identities represented among HR practitioners from Weber's “ideal types” framework.
Abstract
Purpose
This study aims to contribute knowledge about different professional identities represented among HR practitioners from Weber's “ideal types” framework.
Design/methodology/approach
The paper is based on semi-structured interviews with 34 Swedish HR practitioners working in large public and private organisations.
Findings
The findings reveal that HR practitioners' identity is perceived as indistinct, unclear and shattered, which leaves lots of room for interpreting HR identity. Based on a thematic content analysis, three different ideal-type identities are presented, each representing the characteristic traits of an HR identity type. These are the Defender who always supports the managers, the Disturber who questions the managers in favour of the employees and the Driver who focuses on the economic expansion of the organisation.
Research limitations/implications
One of the potential constraints of this study is the authors’ reliance on interview data. This finding implies that future research can employ mixed methods or observational techniques to bridge the gap between narrated responsibilities and real-time actions. The data source, predominantly from larger organisations, presents another limitation. This raises a significant research implication: there is a need to study identity formation among HR practitioners in smaller organisations. The theoretical framework this study contributes can aid in comprehending HR practitioners' identities and their corresponding actions. Continued research might explore the significance of these ideal-type identities.
Practical implications
The model presented provides a new way of understanding HR practitioners' complex and shattered professional identity and the various stakeholders that direct different expectations towards them. This knowledge can be used both in HR education and in HR work as a basis for discussing the social work environment of HR practitioners and negotiating their work and identity.
Originality/value
The study contributes knowledge of the professional identities of HR managers, an under-researched area, especially when it comes to empirical research about the HR practitioners' own experiences of their everyday work and view of the HR profession.