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Mapping bystander intervention to workplace inclusion: A scoping review Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2024-02-28 Laura Jennings, Kun Zhao, Nicholas Faulkner, Liam Smith
Bystander intervention has attracted recent attention as a promising avenue to improve workplace inclusion. However, despite substantial human resource management investment and increasing research interest in workplace bystander intervention, there has been no evidence synthesising the link between bystander action and consequences for the parties involved. This interdisciplinary scoping review (85
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HRM systems and knowledge transfer in alliance projects: Exploring social identity dynamics Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2024-02-08 Mamta Bhatt, Elise Marescaux
Building upon the HR architecture model, we propose a framework that explains how – within an alliance project between two firms – HRM systems (composed of various HRM practices) shape inter-organizational knowledge transfer. Such projects may involve intergroup bias, i.e., employees may particularly favor and value members of their own firm, which may impede inter-organizational knowledge transfer
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Conceptual and methodological issues in international and comparative HRM: Transferring lessons from comparative public policy Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2024-02-07 P, a, u, l, , H, i, g, g, i, n, s
In 2016, a special edition of Human Resource Management Review established a theoretical and empirical development framework to address the fundamental issue of convergence/divergence. An intriguing question raised by the review was whether one could cross the comparative human resource management (CHRM) stream with its international human resource management (IHRM) counterpart to theoretically and
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Employee mobility as a knowledge development strategy Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2024-02-02 G, u, l, s, h, a, n, , B, i, b, i
Employee mobility (EM) provides organizations with enhanced performance, value creation, innovation, and creativity. However, EM plays a frequently indicated but less emphasized role in an organization's knowledge. The existing body of EM research is characterized by diverse perspectives and contradictory findings, creating a significant gap in our understanding of how organizations can effectively
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The ethical implications of big data in human resource management Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2024-02-02 Laxmikant Manroop, Amina Malik, Morgan Milner
This article examines the ethical implications of big data in human resource management (HRM) practices, specifically in the areas of recruitment and selection, training and development, performance management, compensation, and employee retention. The article commences with a characterization of big data applications in HRM processes and practices, highlighting their benefits and value for the management
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Understanding the positive and negative effects of team virtuality: A theoretical review and research agenda Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2024-01-30 Shi Zheng, Ming Yan, Yongyi Liang, Yuanyi Chen, Qi Wei, Shengwen Li
Working in virtual teams is increasingly common, and the notion of team virtuality has received considerable academic attention. However, the definitions of team virtuality lack coherence, its theoretical integration is inadequate, and its effects on individual and team performance are not fully understood. To address these gaps, we systematically review the characteristics of team virtuality and its
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Two's company, platforms make a crowd: Talent identification in tripartite work arrangements in the gig economy Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2024-01-20 Jeroen Meijerink, Sandra Fisher, Anthony McDonnell, Sharna Wiblen
The gig economy provides a novel setting that challenges many established ways of working. This paper unpacks the nature of talent identification in the gig economy through the role of three central actors; the online labor platform firm, the requester/customer and the gig worker. Talent identification in this context is especially novel as it emerges from tripartite relationships among independent
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Should I do this? Incongruence in the face of conflicting moral and role expectations Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2024-01-05 Jigyashu Shukla, Christopher Stein, John T. Bush, Niranjan S. Janardhanan
Moral incongruence—a misalignment between professional role expectations and personal moral values—is an important phenomenon in modern organizations. Though scholarly work has provided us with insights into broad forms of role incongruence, much less is known about the distinct characteristics of moral incongruence. Moreover, we lack understanding of how moral incongruence may shape employee attitudes
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Employee work habits: A definition and process model Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-12-18 Robert W. Renn, Frances Preston, Frances Fabian, Robert Steinbauer
Research indicates that half of employee work behaviors may be habits and that employee work habits can either facilitate or undermine efficient and effective task performance. Yet, management scholars lack a standard definition of employee work habits that promotes actionable knowledge and cumulative research. In addition, although research suggests that employee goal-directed and habitual behavior
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Change management interventions: Taking stock and moving forward Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-11-11 Christina Hagl, Rouven Kanitz, Katerina Gonzalez, Martin Hoegl
Change management interventions (CMIs) are intentional activities that managers employ to facilitate planned organizational change by influencing employee receptivity to and adoption of that change. CMIs have been unclearly conceptualized and empirical insights on CMIs have become disjointed across research communities, limiting our understanding of the nature and effects CMIs can have. To address
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Differentiated career ecosystems: Toward understanding underrepresentation and ameliorating disparities in STEM Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-11-08 Narda R. Quigley, Kristin A. Broussard, Teresa M. Boyer, Seth Matthew Fishman, Noelle K. Comolli, Amanda M. Grannas, Adam R. Smith, Teresa A. Nance, Elizabeth M. Svenson, Kamil Vickers
Prior work has identified the career ecosystem as a metaphor that represents the multilevel forces influencing individual careers, with the assumption that all individuals experience the ecosystem similarly. We explore how the career ecosystem might be differentiated for different groups of actors within it because of varying cultural and systemic forces. We focus on STEM careers as an exemplar to
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Paternity leave: A systematic review and directions for research Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-10-05 Jon Pizarro, Leire Gartzia
Public debate and research on absence care leaves of men (paternity leaves) is growing in the last years. Practitioners and scholars alike are seeking evidence-informed answers on whether and how paternity leave can help overcome the domestic division of labor, with growing interest in identifying factors that facilitate men's use of this leave. To assess and synthesize this field of study from a theoretical
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Mental health and well-being at work: A systematic review of literature and directions for future research Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-09-26 Afaf Khalid, Jawad Syed
Despite an increasing interest in mental health at workplace in recent years, there is limited understanding of antecedents and consequences of employees' mental health and well-being. Drawing on a review of 341 studies, this paper identifies the antecedents and consequences of mental health and well-being of employed workforce at three interconnected levels, i.e., macro-, meso- and micro-levels, to
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Kick me while I’m down: Modeling employee differences of the impact of workplace incivility on employees' health and wellbeing Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-09-23 Frances Jorgensen, Adelle Bish, Karin Sanders, Phong Nguyen
Although research has shown that workplace incivility has a stronger and more enduring impact on the health and wellbeing of some employees more than others, there has been little focus on why this is the case. To address this gap, in this paper, we integrate attribution and conservation of resource theories and relevant studies to develop a conceptual model that focuses on explaining the relationship
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Workplace ostracism: A process model for coping and typologies for handling ostracism Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-09-09 Nupur Sharma, Rajib Lochan Dhar
Workplace ostracism has become today's harsh reality. Research concerning ostracism has proliferated in the past two decades. But, not much attention is paid to the process of coping with workplace ostracism. As a result, several aspects of this interpersonal mistreatment remained overlooked. For instance, how employees form perceptions of ostracism, how they cope with it over time, and what factors
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Redefining concepts to build theory: A repertoire for conceptual innovation Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-09-03 Omar N. Solinger, Stefan Heusinkveld, Joep P. Cornelissen
Defining and redefining theoretical concepts is an essential part of HRM research, but its role in the theorizing process is still poorly understood. While concept redefinition practices are often dismissed as a scholarly malpractice (‘concept proliferation’) by methodologists, we argue that concept redefinition enhances the health of a literature if one makes a theoretical contribution. To learn what
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The half-life of knowledge and strategic human capital Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-08-28 Eirik Sjåholm Knudsen, Lasse B. Lien
The strategic human capital literature has largely overlooked the fact that knowledge stocks depreciate and that the speed of depreciation varies across settings and over time. We argue that the value of knowledge has a half-life and that numerous core predictions from the conventional human capital analysis change as the half-life shortens. This applies to the ability to extract rents from human capital
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Understanding the adoption and institutionalization of workforce analytics: A systematic literature review and research agenda Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-08-10 Patrick Coolen, Sjoerd van den Heuvel, Karina Van De Voorde, Jaap Paauwe
Data analytics plays a crucial role in enhancing organizational decision-making. Various organizational disciplines have already embraced data analytics. However, human resources management is lagging in data-driven decision-making and, specifically, workforce analytics. Although an increasing number of studies explore the diffusion of workforce analytics, our understanding of why organizations decide
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Addressing social-business tensions in hybridized nonprofit organizations: The contribution of strategic human resource management Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-08-10 Anja Belte, Hans-Gerd Ridder, Alina M. Baluch
Nonprofit hybridization represents the adaptive response to a turbulent external and internal environment leading to tensions between contradictory goals (e.g. social and business goals). Although research has provided insights into the strategies for addressing the tensions stemming from hybridization, it has paid less attention to how strategic human resource management (SHRM) may play a role in
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Feedback orientation: A meta-analysis Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-08-08 Ian M. Katz, Caroline M. Moughan, Cort W. Rudolph
Feedback orientation reflects an individual difference in one's receptivity to feedback. We present the results of a meta-analysis of the feedback orientation literature. Based on k = 46 independent samples, representing n = 12,478 workers, meta-analytic results suggest that feedback orientation is positively related to learning goal orientation (rc = 0.39), job satisfaction (rc = 0.33), work performance
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The roles of the HR function: A systematic review of tensions, continuity and change Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-07-28 Charles Cayrat, Peter Boxall
This paper provides a comprehensive review of continuity and change in the roles associated with the HR function and the tensions they entail, systematically covering over 50 years of research. It reveals that the normative models of HR roles, including the influential work of Ulrich (e.g., 1997), have stimulated greater interest in studying HR roles than the sociological studies conducted by the field’s
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The paradox of paradoxical leadership: A multi-level conceptualization Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-07-15 Uzma Batool, Muhammad Mustafa Raziq, Naukhez Sarwar
Organizational systems are drenched in tensions and paradoxes. For a leader, addressing and engaging those tensions in constructive ways may unlock greater benefits for the followers, teams and the organization at large. A leader with a paradox mindset successfully deals with contradictory yet interdependent demands with their paradoxical thinking. While embracing these tensions leverages performance
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Comparisons of the effects of individual and collective performance-related pay on performance: A review Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-07-14 Stephen Wood, Silvia Leoni, Daniel Ladley
Debate on whether performance-related pay enhances organizational performance has centred on individual-based systems. This paper reviews studies that compare these with collective-based systems such as team bonuses and profit-sharing. Analysis of such comparisons – both field and experimental studies – reveals that collective systems, either alone or in conjunction with individual systems, are associated
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Back to basics in human resource theorizing: A call for greater attention to jobs Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-06-14 Samantha A. Conroy, John W. Morton
Job categories and levels are a central part of human resource management, yet research often treats jobs as “noise” rather than fundamental to theory. We review the ways in which jobs connect to human resource strategy, as well as the role of jobs in influencing the outcomes of human resource strategy. Future researchers are encouraged to take job categories and levels into account as they develop
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Gender equality and comparative HRM: A 40-year review Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-06-13 M. Fernanda Garcia, Rawia Ahmed, Gabriela L. Flores, Cynthia S. Halliday
Guided by comparative human resource management (HRM) research, we review and critically assess the literature on gender equality in work settings. To this end, we consider quantitative articles published between 1980 and 2021. We apply a multi-level and multi-dimensional framework focused on three gender equality perspectives (i.e., Hofstede, GLOBE, and socioeconomic) and the HRM chain (e.g., policies
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Creating accountability through HR analytics – An audit society perspective Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-06-08 Georg Josef Loscher, Verena Bader
This paper introduces an accountability-based perspective of the effects of implementing HR analytics. Considering central arguments about HR analytics' potential to transform HRM and using research on the audit society and concepts from critical accounting research, we develop a framework that analyzes the emergence of three forms of accountability in HRM: accountability through exposure, design,
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To the victor belong the spoils? A theoretical investigation of star employee hierarchies Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-05-25 John T. Bush, Jinhee Moon
Star employees are characterized by their high-status position in organizations. Yet, important distinctions in stardom are likely to exist among stars within an organization. These distinctions, in turn, may have important implications for not only the organization but also the stars themselves. Examining star employees via a resource perspective, we integrate conservation of resources theory and
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The delivery of bad news: An integrative review and path forward Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-05-24 Claudia C. Kitz, Laurie J. Barclay, Heiko Breitsohl
Managing the delivery of bad news is a crucial component of effective human resource management. However, the diversity of contexts in which this phenomenon has been studied has made it difficult to develop a consolidated theoretical and practical understanding of bad news delivery. Using an interdisciplinary integrative review (N = 685), we critically analyze how bad news delivery has been conceptualized
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Unconscious bias in the HRM literature: Towards a critical-reflexive approach Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-05-14 Kai Inga Liehr Storm, Lea Katharina Reiss, Elisabeth Anna Guenther, Maria Clar-Novak, Sara Louise Muhr
This article presents a systematic review of the human resource management (HRM) literature to document how the term “unconscious bias” is defined, theorized, and operationalized in a sample of 518 articles in the field. The review identifies four main thematic streams in which unconscious bias is commonly discussed: (1) the biased individual; (2) bias as binary; (3) bias in moments of decisions; and
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Gender inequities in the workplace: A holistic review of organizational processes and practices Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-04-30 Leanne S. Son Hing, Nouran Sakr, Jessica B. Sorenson, Cailin S. Stamarski, Kiah Caniera, Caren Colaco
In this paper, we provide a broad, integrative review of the degree to which gender inequities exist in organizational domains and practices covering areas such as performance evaluation, compensation, leadership, work-family conflict, and sexual harassment, spanning the employee lifecycle from selection to exiting the organization. Where the literature allows, we review intersectionality findings
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Emotional intelligence and career-related outcomes: A meta-analysis Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-04-03 Thomas Pirsoul, Michaël Parmentier, Laurent Sovet, Frédéric Nils
The concept of emotional intelligence has spanned researchers' interest to a considerable extent over the last decades and is now considered as a critical resource that helps individuals to deal with career challenges. However, no empirical effort to integrate these studies has been carried out yet. The current research addresses this gap by proposing an integrated theoretical model and conducting
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Working after incarceration: An integrative framework of pre- and post-hire experiences of formerly incarcerated individuals Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-03-21 D.C. De La Haye, Shanna R. Daniels, Aneika L. Simmons
In this paper, we review literature that examines employment outcomes for people with histories of incarceration. Previous research on formerly incarcerated individuals (FIIs) has highlighted almost exclusively the implications of the selection process and their stigmatization. The current paper provides insight on the experiences of FIIs navigating stigma during the job search process and while at
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HRM and disenfranchisement: Working beyond organizational boundaries to tackle societal barriers Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-03-21 Melissa L. Intindola, Christina L. Stamper
From a practical perspective, employers have the potential to serve as an important societal mechanism for tackling grand challenges like disenfranchisement because they wield significant financial, social, human, and political capital. We posit that they may also have an obligation to take positive action to help solve issues in the community in which they operate. One of the main ways in which employers
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A conceptual review of the love-hate relationship between technology and successful aging at work: Identifying fits and misfits through job design Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-02-24 Karen Pak, Maarten Renkema, Daphne T.F. van der Kruijssen
Previous research suggests that technology can both enhance and undermine successful aging. However, few studies have combined insights on aging and technology in the work context. This paper aims to contribute to the literature on successful aging at work and STAARA technology by integrating these two literature streams through a job design perspective in a conceptual review. Based on insights from
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A framework for disability in the new ways of working Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-02-09 Ive D. Klinksiek, Eline Jammaers, Laurent Taskin
Organizations have been increasingly introducing new ways of working (NWW). Yet, it is still unclear how these new work practices (e.g. unassigned-desk policies; self-managing teams; telework) may affect the inclusion of people with disabilities (PWD). The framework developed in this paper theorizes the mechanisms through which NWW can enable or disable PWD's work outcomes (i.e. work-impairment coordination
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Gaining feedback acceptance: Leader-member attachment style and psychological safety Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2023-01-25 Manuel London, Judith Volmer, Jetmir Zyberaj, Avraham N. Kluger
This conceptual article develops a model of how attachment style affects how leaders give feedback and members' react to it. Drawing on attachment theory, we propose that leaders whose trait attachment style is grounded in a desire for security are likely to deliver feedback that is constructive—that is, specific, frequent, timely, behavioral, and future-focused expressed in a way that establishes
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How to turn workplace boredom into something positive. A theoretical framework of the ‘bright sides’ of boredom Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-12-27 Carina Schott, Caroline Fischer
The management literature describes workplace boredom and related behaviors mostly as counterproductive. However, within the psychological literature, boredom is studied as a functional emotion, stressing a positive aspect in this unpleasant state. This article introduces this positive approach toward boredom to the management literature. Specifically, we provide a comprehensive theoretical model and
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Toward an overarching multi-level conceptualization of emergent leadership: Perspectives from social identity, and implicit leadership theories Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-12-15 Marya Tabassum, Muhammad Mustafa Raziq, Naukhez Sarwar
Organizational leadership research has typically focused on hierarchal top-down leadership where the leader has legitimate authority over organizational tasks and roles. However, rather recently, research has emphasized the emergence of leaders within teams and groups, which is referred to as emergent or horizontal leadership. Due to its infancy, the concept has limited theoretical development and
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“Leisureship”: Impact of pursuing serious leisure on leaders' performance Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-12-15 Emilia Bunea, Ronit Kark, Michelle Hammond
An increasing number of individuals in leadership roles have a serious leisure interest. We develop a theoretical model of how pursuing serious leisure impacts leaders' performance at work. We propose that a serious leisure interest, through its defining characteristics (effort in mastering a skill, perseverance through adversity, a special ethos, a strong identity, a leisure career), can both promote
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A network approach to work-family conflict Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-12-06 Marcello Russo, Gabriele Morandin
Most human behaviours, including those instrumental for reducing Work–Family Conflict (WFC), take place in the context of social relationships. However, the role of social networks in an individual's WFC goal pursuit process has not received sufficient attention, as most current research is dominated by an agentic perspective that argues that individuals possess the capabilities to change the demands
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The role of collaborative human resource management in supporting open innovation: A multi-level model Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-11-24 Aurelia Engelsberger, Timothy Bartram, Jillian Cavanagh, Beni Halvorsen, Marcel Bogers
With open innovation (OI) playing an important role in many organizations' innovation strategy, there is growing interest in the human aspects of OI. An important challenge for managing OI remains the motivation of individuals for knowledge sharing and sourcing (KSS). To address this issue, we argue that managers responsible for OI need to use collaborative human resource management (collaborative
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Artificial intelligence (AI)-assisted HRM: Towards an extended strategic framework Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-11-16 Ashish Malik, Pawan Budhwar, Bahar Ali Kazmi
Artificial intelligence (AI) affects human resource management (HRM), and in so doing, it is transforming the nature of work, workers and workplaces. While AI-assisted HRM is increasingly considered a strategy for improving organizational productivity, the academic literature has not yet offered a strategic framework to guide HR managers in adopting and implementing it. However, existing research in
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Advancing the field of employee assistance programs research and practice: A systematic review of quantitative studies and future research agenda Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-11-14 Tianyi Long, Fang Lee Cooke
The COVID-19 pandemic has accentuated the critical role of organizational support for the workforce. An employee assistance program (EAP) represents an inclusive strategy which organizations adopt to provide supportive and empathic care to help employees overcome undesirable situations. To date, we have limited knowledge of what EAP issues have been researched from the human resource management (HRM)
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Gravity's pull: The identity-related motives and outcomes of hiring stars Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-09-23 Matthew C.B. Lyle, Rory Eckardt, Kevin G. Corley, David P. Lepak
Strategic human capital scholarship, alongside a wealth of evidence from the popular press, suggests that star employees can influence an organization's socially constructed identity. However, an overarching conceptual framework that explains these shifts has yet to emerge. In this paper, we draw upon Hatch and Schultz's (2002) theory of identity change to discuss how organizational identity-change
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Time heals all wounds? HRM and bereavement in the workplace Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-09-13 Diane M. Bergeron
Over the past two years, there have been many popular press articles about grief in the workplace. Despite this recent COVID-19-related attention, bereavement (i.e., the reaction to a loss by death) has always been a universal human experience. The intention of this short concept statement is to bring attention to and spur HRM research efforts on bereavement in the workplace. Part of the challenge
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How is work group inclusiveness influenced by working virtually? Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-08-26 Jakob Lauring, Charlotte Jonasson
In human resource management research it has become a highly relevant issue to try to understand the challenges that an online work environment pose for the inclusion of marginalized employees. In this regard, inclusiveness scholars have focused on the role that dissimilarities play for organizational inclusion of employees but rarely on how this takes place through technology-mediated interaction
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The complexity and embeddedness of grief at work: A social-ecological model Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-08-13 Glenda M. Fisk
Grief – a physical, emotional, and psychological reaction to loss – reflects a fundamental human experience with significant implications for organizations. Although there is a voluminous research literature reflecting the complexity of grief, I argue more could be done to integrate existing work into organizational theory and practice. Grief is not a unidimensional construct and yet research suggests
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Taking the emergent in team emergent states seriously: A review and preview Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-08-05 Bård Fyhn, Vidar Schei, Therese E. Sverdrup
Team emergent states are properties that develop during team interactions and describe team members' attitudes and feelings (e.g., cohesion). However, these states' emergent nature has largely been neglected, as most studies do not examine the temporality of team phenomena. We review longitudinal studies on team emergent states and demonstrate that a majority of papers reveal their temporal dynamics
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Leadership behaviors and human agency in the valley of despair: A meta-framework for organizational change implementation Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-07-12 Denise Potosky, Wilfrid Azan
For organizational leaders, implementing change in a workplace means influencing employees to do something new or behave differently. For employees, implementing a change at work requires detaching from familiar routines and social systems, learning and practicing the change, and imagining a future in which the change is valued by the organization. As they apply their agency to implement change, employees
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Inclusive talent development as a key talent management approach: A systematic literature review Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-07-05 Maniam Kaliannan, Darshana Darmalinggam, Magiswary Dorasamy, Mathew Abraham
Over the past decades, organizations have faced challenges in retaining good employees due to market competition and talent scarcity, thereby forcing leaders to improve their human resource strategies. Organizations often source exclusive talent development instead of nurturing talent inclusively. Exclusive refers to organizations' tendency to hire top talents outside their organization when needs
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An artificial intelligence algorithmic approach to ethical decision-making in human resource management processes Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-06-30 Waymond Rodgers, James M. Murray, Abraham Stefanidis, William Y. Degbey, Shlomo Y. Tarba
Management scholars and practitioners have highlighted the importance of ethical dimensions in the selection of strategies. However, to date, there has been little effort aimed at theoretically understanding the ethical positions of individuals/organizations concerning human resource management (HRM) decision-making processes, the selection of specific ethical positions and strategies, or the post-decision
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An interdisciplinary review of AI and HRM: Challenges and future directions Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-06-16 Yuan Pan, Fabian J. Froese
Artificial intelligence (AI) has the potential to change the future of human resource management (HRM). Scholars from different disciplines have contributed to the field of AI in HRM but with rather insufficient cross-fertilization, thus leading to a fragmented body of knowledge. In response, we conducted a systematic, interdisciplinary review of 184 articles to provide a comprehensive overview. We
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Artificial intelligence and people management: A critical assessment through the ethical lens Hum. Resour. Manag. Rev. (IF 11.4) Pub Date : 2022-06-15 Arup Varma, Cedric Dawkins, Kaushik Chaudhuri
The dramatic increase in the use of Artificial Intelligence (AI) in workplaces around the world has tremendous potential to increase business profitability. While AI has numerous useful applications and can help speed up business processes or transform systems, its use in human resources (HR) processes and systems presents a complex series of ethical considerations that require organizational leaders
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