Social Psychology of Organizations

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

This is a study in industrial sociology; it a partial report, to be followed by another, of an investigation of singel factory seen in the light of Max Weber's theory of bureacracy.

Patterns of Industrial Bureaucracy.

Drawing on the ability-motivation-opportunity model, this meta-analysis examined the effects of three dimensions of HR systems—skills-enhancing, motivation-enhancing, and opportunity-enhancing—on p...

How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms

This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed.

Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

This article presents a framework to evaluate HRM in small and medium-sized enterprises (SMEs), using an open systems theoretical perspective. In presenting an open systems perspective the objective is to overcome the limitations of existing theorising in HRM, in particular to facilitate a move away from the ‘small is beautiful’ versus ‘bleak house’ stereotypes evident in much of the literature concerned with HRM in SMEs. The evidence is drawn from six SMEs operating in the Republic of Ireland, using a case study method. The findings show that a complex interplay of external structural factors and internal dynamics shaped HRM in each of the companies. HRM was not the coherent set of practices typically identified in the literature but rather was often informal and emergent. It is argued that the open systems theoretical framework enables a move beyond mere recognition of the complexity and heterogeneity of HRM in SMEs, towards an understanding, accommodation and explanation of particularistic factors.

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Capturing complexity: developing an integrated approach to analysing HRM in SMEs

Purpose – The purpose of this paper is to show the way to unlock the black box of HRM and performance linkages by exploring one of the key variables that mediates the link, namely whether line managers can stimulate improvements in firm performance by eliciting appropriate employee outcomes in a call centre context.Design/methodology/approach – The research draws on Purcell's “People‐Performance Model” as a sensitising framework to inform an in‐depth case study of a call centre. This provides a mechanism to unlock the HRM‐Performance black box by focusing on the ability, motivation and opportunities for line managers to perform and any subsequent impact on employee outcomes. Data were collected over multiple site visits by means of multi‐level interviews and a survey of telesales representatives (TSRs).Findings – Research findings indicate that one large client exerted significant control over the HRM policies developed within the call centre. Evidence suggests, however, that line managers' interventions ...

/pdf/unlocking-the-black-box-line-managers-and-hrm-performance-in-hq6ny10cry.pdf

Unlocking the black box: line managers and HRM‐Performance in a call centre context

A quarter-century review of HRM in small and medium-sized enterprises: Capturing what we know, exploring where we need to go

This paper provides a conceptual overview of the microfoundations of dynamic capabilities for innovation. A critical evaluation of dynamic capabilities theory highlights its contested nature and significant limitations in its application. Notably, there is little understanding of the mechanisms determining the origin and evolution of dynamic capabilities, while the role of employees has been neglected. In an effort to address this deficiency, the paper draws on literature from HRM and innovation management to trace the microfoundations of dynamic capabilities for innovation. This highlights the importance of incorporating the perspectives and motivation of employees as a central part of analysis and as a basis for more direct managerial interventions in building capabilities.

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Microfoundations of dynamic capabilities for innovation: a review and research agenda

Traditional HRM research has predominantly focused on both the content and/or bundling of HR practices, typically reported by managerial respondents. This paper extends knowledge by examining the diffusion of HR processes as an indication of HRM system strength using employee data. Specifically, we examine the impact of the distinctiveness, consistency and consensus generated by the HRM system and its impact on employee affective commitment and the potential mediating role of human relations climate and moderating role of internal process climate in this relationship. The results from a sample of 585 employees across a diverse range of organisations in Malaysia lend support to the key hypotheses. These findings are significant in supporting the value of a process perspective and the application of HR practices. They also offer important insights from the under-researched and non-western context of Malaysia.

/pdf/perceptions-of-hrm-system-strength-and-affective-commitment-4j5k3orvlq.pdf

Brian Harney

Papers

Capturing complexity: developing an integrated approach to analysing HRM in SMEs

Unlocking the black box: line managers and HRM‐Performance in a call centre context

A quarter-century review of HRM in small and medium-sized enterprises: Capturing what we know, exploring where we need to go

Microfoundations of dynamic capabilities for innovation: a review and research agenda

Perceptions of HRM system strength and affective commitment: the role of human relations and internal process climate