Working in the digitized economy: HRM theory & practice

In our introduction to this special issue on the gig economy, we provide some context to how and why this phenomenon should be studied, with a particular emphasis on Human Resource Management. We then describe the four articles that comprise the special issue, and we note some common themes. Our introduction concludes with some suggestions for future research on the gig economy.     

Producing nightlife in the new urban entertainment economy: corporatization,branding and market segmentation

This article explores the production of the nightlife industry within a new urban entertainment economy. We do this by drawing upon debates about the transition from Fordism to post‐Fordism, and the assumed shift away from standardized and mass towards more segmented and niche consumer markets. In contrast to some of the more self‐congratulatory accounts of varied, flexible niche urban consumption, our starting point is to pursue more neo‐Fordist interpretations which explore continuity as well as change and in particular stress growing corporate control in entertainment and night‐life economies, the increased use of branding and theming, and the emergence of segmented, sanitized and gentrified consumer markets. These processes are illustrated and empirically examined in relation to changes within the UK nightlife sector which has undergone rapid restructuring, re‐concentration and segmentation over the last 10 years. We discuss a number of implications which emerge from these developments, such as the erosion of diversity and choice, and the possibilities for alternative/independent and historic/community forms of nightlife production and spaces to coexist in such a context. L'article examine la production du secteur de la vie nocturne dans le cadre d'une nouvelle économie urbaine des loisirs. Pour cela, il s'inspire des débats sur la transition du Fordisme au post‐Fordisme, et sur le soi‐disant décalage des marchés de consommation de masse standardisés vers des niches et des marchés plus segmentés. Contrairement à certaines des justifications auto‐suffisantes d'une consommation urbaine de niches variée et flexible, son point de départ consiste à suivre des interprétations plus néo‐Fordiennes qui explorent continuité et changement, en soulignant notamment la main‐mise croissante d'entreprises dans les économies du loisir et de la vie nocturne, le recours accru à une stratégie de marque ou de thème, et l'émergence de marchés de consommation segmentés, aseptisés et embourgeoisés. Ces processus sont illustrés et étudiés empiriquement d'après les transformations du secteur de la vie nocturne au Royaume‐Uni, lequel a connu un enchaînement de restructuration‐reconcentration‐segmentation au cours des dix dernières années. Hormis plusieurs implications de ces évolutions (comme l'érosion de la diversité et du choix), l'article aborde les possibilités de coexistence, dans un tel contexte, de formes alternatives ou indépendantes et historiques ou collectives de production et d'espaces de vie nocturne.     

Sustainable entrepreneurship,innovation, and business models: Integrative framework and propositions for future research

This article introduces the business models for sustainability innovation (BMfSI) framework to study how business models mediate between sustainability innovations and business cases for sustainability. The BMfSI framework integrates two major perspectives (implicitly) found in the sustainable business model literature. The first is the agency perspective. It takes into consideration that some form of agency is needed, that is, “someone” who takes decisions and acts. Sustainable entrepreneurs are discussed as those agents who align their new or existing business models with sustainability innovations in order to be successful in business and to create value with and for stakeholders. The second perspective is the systems perspective, which acknowledges that business models are always embedded within sociotechnical contexts through which, for example, public policies, private financing, or stakeholder interests influence whether and how business models can be developed. The agency and systems perspectives are integrated in the so‐called business model mediation space. This theoretical notion embraces the decisions and activities pursued by sustainable entrepreneurs as they align their business models with sustainability innovations on the one hand and the influence of environmental contingencies, barriers, and stakeholders from the sociotechnical context on the other hand. The paper concludes with propositions for future research derived from the BMfSI framework.     

All for one and one for all: Encouraging ecosystem citizenship behaviour to strengthen employer branding

This research investigates how employer branding can be strengthened by taking a business ecosystem approach that encourages and leverages indirect social exchanges, such as the behaviour of paying it forward. This work is founded on extant literature and exploratory interviews with individuals from firms seeking to strengthen their employer brand by interdependently operating in a business ecosystem. A model is developed that proposes how indirect social exchanges can occur in an ecosystem, and what types of outcomes it can lead to for the individuals, firms and the ecosystem as a whole. As far as can be ascertained, this is the first study that combines these perspectives. The work suggests that there is value for firms in taking an ecosystem-focused approach to employer branding. The findings highlight that indirect or generalized social exchanges can provide value for individual firms when they form a group of interdependent collaborators rather than simply being competitors. Further, this work adds to the literature related to employee and partner extra-role behaviour by proposing the perspective of an Ecosystem Citizenship Behaviour. Ecosystem Citizenship Behaviour is an extra-role behaviour that occurs in the business ecosystem and as such can be beneficial for joint employer branding initiatives of participating firms.     

Conducting Mode 2 research in HRM: A phase‐based framework

Recent studies in the field of human resource management (HRM) have highlighted that current research is mostly performed and consumed by academics, and is driven by theoretical and disciplinary concerns rather than practical ones. This debate has invoked the need to produce more Mode 2 research in the HRM field, that is, research driven by practical problems that integrate collaborative efforts by academics and practitioners. Yet, guidelines on how academics and practitioners may implement Mode 2 research remain disjointed and incomplete. Our study provides a phase‐based collaborative‐based framework for the implementation of Mode 2 research in the HRM field, in ways that both academic rigor and practical relevance are achieved. Our framework is informed by a comprehensive review of previous Mode 2 research, within and outside the HRM field. The proposed framework details four macro‐phases: the codevelopment of research questions with practitioners; the design of collaborative spaces and mechanisms; the design and management of double‐loop iterative research processes; and finally the academic and practice legitimization of Mode 2 outcomes. Our framework has the objective to support HRM researchers and practitioners, as well as relevant institutions and gatekeepers in the design, implementation, education, and assessment of Mode 2 research.     

Assessing legitimation in mixed research: a new framework

In this article, we have merged or intersected two typologies: Greene’s (Res Sch 13(1):93–98, 2006) four-domain typology for developing a methodological or research paradigm in the social and behavioral sciences and Onwuegbuzie and Johnson’s (Res Sch 13(1):48–63, 2006) nine-component typology for assessing mixed research legitimation. We argue that merging or interconnecting these typologies present a framework for assessing legitimation in mixed research. Specifically, we demonstrate how the nine types of legitimation map onto Greene’s (Res Sch 13(1):93–98, 2006) four methodological domains and illustrate how legitimation in mixed research, rather than being viewed as a procedure that occurs at a specific step of the mixed research process, is better conceptualized as a continuous iterative, interactive, and dynamic process. Additionally, in presenting this framework, we hope to reduce misperceptions that some researchers have voiced about mixed research.     

The HR quadriad: a framework for the analysis of HRM in project-based organizations

This paper introduces the idea of the ‘HR quadriad’ as a framework for the analysis of HRM as a collective, configurational, and complementary system of roles and practices. The framework highlights the interplay between HR specialists, line managers, project managers, and project workers in the implementation of HR practices. On the basis of a multiple case study comprising six project-based organizations, two organizational factors are singled out as important for the design of the HR quadriad: (1) the nature of project work as either intra-functional or inter-functional, and (2) project participation as either focused or fragmented. The paper gives empirical support to recent research on HRM favoring the synergic integration of the elements of HRM systems designed in a way that acknowledges internal coherence and organizational conditions.     

Algorithmic management and app‐work in the gig economy: A research agenda for employment relations and HRM

Current understanding of what constitutes work in the growing gig economy is heavily conflated, ranging from conceptualisations of independent contracting to other forms of contingent labour. This article calls for a move away from problematic aggregations by proposing a classification of gig work into three variants, all based strongly upon key technological features: app‐work, crowdwork, and capital platform work. Focusing specifically on the app‐work variant, this article's more delineated focus on the textured dimensions of this work proposes new lines of enquiry into employment relationships and human resource management. Examining the crucial role of algorithmic management, we critically discuss the impact of this novel mediation tool used by gig organisations for the nature of employment relations within app‐work, work assignment processes, and performance management. In so doing, we propose a series of research questions that can serve as a guide for future research in this increasingly important field.     

Beating the advertising drum for the employer: How legal context translates into good HRM practice

The legal context is constitutive for the legitimacy of HRM practices. In this paper, we use an institutional work approach to investigate how a legal mandate requiring employers to state the minimum pay in job advertisements in Austria was translated into a legitimate HRM practice over time. In this process, HR practitioners translated the law into an HRM practice going well beyond the legal requirements. In contrast to merely constraining HRM practice, we find HR practitioners actively engaging with the legal context. In the discursive struggle over a legitimate translation of the law into practice, actors speaking ‘for HRM’ were mostly HRM consultants and service providers building on an individualist and unitarist frame of reference for employment relations. Our findings contribute to a contextualized understanding of HRM practices by considering the interaction of HR practitioners and legal context.     

Neo-pluralism as a theoretical framework for understanding HRM in sub-Saharan Africa

This paper discusses the 'social' nature of employment management problems in sub-Saharan Africa (SSA). 'Applied' Western HRM is largely based on unitarist conceptions of organizational reality. Where conceptions suggest a 'stakeholder' perspective, they tend to follow orthodox formulations of pluralism. In that regard, notions of 'stakeholding' refer to the divergent internal organizational interests (mainly economic) of labour and management. In the SSA context, however, the broader social and moral issues of the wider community have a decisive influence on the employment relationship. And internal employment relations structures, such as trade unions, do not constitute the main representative channels for employee grievances. Consequently, established Western employment frames of reference do not represent suitable theoretical frameworks for analysing all the relevant social factors that influence the SSA employment relationship. This paper proposes a modified version of Ackers' (2002) 'neo-pluralist' theoretical framework as the basis for understanding and resolving some of issues involved in HRM in SSA. From this analysis, it proposes a model of HRM that attempts to institutionalize some elements of the 'African social system' into formal HRM policies and strategies.     

Teams in transition: An integrative review and synthesis of research on team task transitions and propositions for future research

Scholars have long sought to understand the factors that influence team functioning and effectiveness. However, we know relatively little about the performance ramifications of transitions between tasks, especially when the transitions are punctuated and brief and the tasks are highly varied. To address this gap in our understanding, we review and integrate several streams of research in the literature on small groups and teams that have implications to team task transitions. From our synthesis, we offer a broad framework and propositions regarding the nature and effects of team task transitions. We conclude with a brief discussion of implications to research and practice.     

Unconscious bias in the HRM literature: Towards a critical-reflexive approach

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 (4) bias as a fixable issue. Based on this thematic mapping of the literature, a critical-reflexive approach is outlined to shed light on and challenge taken-for-granted assumptions, interrogate how arguments are brought forth and open up new avenues for future research. This article contributes to the existing HRM literature in three ways. First, it shows patterns in existing theory, making explicit the inconsistencies and tacit assumptions in the ways in which unconscious bias is theorized in HRM research. Second, it presents a critical-reflexive approach to researching unconscious bias. Third, based on this approach, it suggests avenues for future research on how to move beyond these inconsistencies and assumptions.     

Structures,strategizing, and contested territories: A structuration perspective on strategy development in employer branding

This study examines strategy development in employer branding based on structuration theory, focusing on the interplay between employer branding structures and the (inter)actions of employer branding strategists. To analyse this interplay, this paper draws upon a series of strategy meetings in an employer branding project of a multinational construction company. This study adds to the current debate on employer branding by advancing the understanding of the structural embeddedness of strategizing in employer branding. Furthermore, the study proposes that strategy development shifts employer branding engagements into contested territory due to various and contradictory structures strategists need to deal with.     

Linking employer branding orientation and firm performance: Testing a dual mediation route of recruitment efficiency and positive affective climate

Faced with competitive labor markets, firms increasingly use employer branding to build a qualified workforce and engage their employees. However, our understanding of the impact of employer branding orientation on firm performance and the theoretical firm-level mechanisms underlying this potential impact is very limited. To address this gap, we integrate brand marketing theory with human resource management (HRM) research to develop a model explicating how employer branding orientation is linked to firm performance through a dual route by enhancing both recruitment efficiency (i.e., external route: applicants) and positive affective climate (i.e., internal route: incumbent employees). The results of a multisource study (i.e., top management, human resource managers, employees) with 93 firms show employer branding orientation is positively related to firm performance through positive affective climate but not recruitment efficiency. Using a brand equity approach to HRM, our results advance the literature by demonstrating the generalizability of employer branding effects independent of concrete brand attributes and explaining the firm-level mediating mechanisms linking it to firm performance.     

Changes and continued stability in Japanese HRM systems: choice in the share economy

There is a growing acknowledgement by scholars both within and outside Japan that traditional patterns of human resource management are now under structural pressures to change. The author, from a labour economics perspective, examines the dimensional shifts that are now occurring in the Japanese labour market, both empirically and in the context of Weitzman's model of the share economy. She concludes that, in HRM terms, the current situation exhibits a combination of responses to change that are characterized by both innovative and traditional practices.     

Employee rights and organizational forms: An integrative framework for research

The goal of this study is to stimulate thought and provide initial direction for theory development and empirical investigation in regard to proposed linkages between employee rights concerns in the work environment and organizational forms. A review of pertinent literature on the subjects of organizational forms and employee rights is presented, in which a summary and critique of the current state of theory and research is emphasized in relation to those components of the two subject areas that are most relevant to the aims of the study. Following this review, the article undertakes a synthesis and integration of existing work, bringing together two scholarly fields of inquiry that have not been incorporated previously, and providing suggestions to establish critical associations and fill conceptual gaps. In this respect, the study constitutes a “first step” in the development of an orientation that accentuates the complementarity of perspectives concerning employee rights and organizational forms.     

Trust and HRM in the new millennium

This paper introduces the topic of trust in the workplace. The rationale for the growth of interest in trust is explored, as are the implications for HRM policy makers and researchers. Here, we also outline the main thrust of the eight papers incorporated in this special edition. First, we explore the topic of HRM and trust, before moving to issues relating to trust and workplace change. Next we discuss team dynamics, manager–employee relationships and trust and, finally, the characteristics associated with trust and situational, dispositional and affectual factors.     

Age‐related differences in the relations between individualised HRM and organisational performance: a large‐scale employer survey

The current study aimed to investigate the relationship between individualised HRM practices and several measures of organisational performance, including the moderating role of employee age in these relationships. A large‐scale representative study among 4,591 organisations in the Netherlands showed support for the relationships between individualised HR practices with organisational performance. Employee age moderated the relationships between the use of individualised practices and sickness absence and turnover, such that organisations with a high percentage of older workers benefited from work schedule practices, and organisations with high percentage of younger workers benefited from development practices.     

Methods for analyzing decision-making: a framework approach

In political science an eternal question concerns how decisions and policies arise. Modern society, characterized by more uncertainty and complexity than before, increases the challenge of providing valid answers. However, the general lack of methodological concern in several previous studies in this area stresses the need for elaborations of more suitable approaches. In this article we add a methodological perspective that deals with this very question. By reviewing and analyzing earlier research on how decision-making is reached, the overall ambition of this article is to create a framework that can lay the methodological foundation for further studies. Such a framework, which takes into account both the complexity of modern multi-governance societies and adds methodological perspectives of macro and micro standpoints as well as of causal mechanisms, can be used in future research to achieve richer pictures of how decision-making is carried out. In addition, we show how a certain technique of analysis is highly compatible to this framework and that jointly these features provide solutions for a better understanding of the complexity of modern decision-making. All in all, applying this strategy can be used to better systematize complex causal chains that reflect different analytical levels and thereby increase leverage on how to understand and explain the process of political decisions.     

HRM as a pluralistic forum: assumptions and prospects for developing a distinctive research capability

In this paper, the dilemmas facing HRM on how to establish itself as a distinct area and yet avoid a particular disciplinary allegiance and level of analysis are assessed. HRM is seen, like business strategy, as a meeting ground between established disciplines.

HRM research to date is then assessed in this light and problems of the potential limitation ofcontributions of other relevant disciplines are assessed. The established findings in organizational development (OD) have, it is argued, been particularly neglected in HRM analyses of organization change. The importance of developing pluralistic HRM research is re-affirmed.

HRM as a pluralistic forum