Change within purchasing and supply management organisations – Assessing the claims from maturity models

It is a wide-held assumption that professional development and change within purchasing and supply management (PSM) organisations can be explained and guided by a maturity model. In this paper the guidance which the maturity model concept offers to understand a PSM organisation's performance is assessed. The methodology is based on the outcomes of a literature review of PSM maturity models, development of an organisational change framework and the learning from three qualitative case studies. An alternative understanding of the development of the PSM organisation is offered through an organisational change framework, composing 1) movement transitions, 2) scalability of change, 3) acceptability of change, and 4) the substantive element of change. The research found that extant PSM maturity models are too rigid for PSM managers to apply, and although maturity models are commonly accepted in PSM literature, in practice, they may produce the opposite effect of what is promised. The PSM maturity models suggest that their application will lead to increased status and influence of PSM within the organisation; expectations that may not be met. PSM organisations’ change processes are subjected to a range of situational and contextual power relations which must be considered in order to advance the specific PSM organisation roles and responsibilities.     

Dancing in the office: A study of gestures as resistance

Following the art-body-ethics turn in management studies we use dance as an analogy in order to explore how the body can resist organisational control in office work contexts. We argue that in office work gestures can be a site of post-recognition resistance. Drawing on two art videos and on dance studies, we explain that this is operated either through arrest or through flow. In fact aesthetic experiments in gesturing disrupt the work rhythm needed for organisational efficiency and enforced by organisational control. This allows us to contribute primarily to the literature on resistance in organisation studies and relatedly to the growing literature on dance in organisation studies through demonstrating how dance can be a source of resistance.     

A slow burning flame? Organisational change and industrial relations in the fire service

The process of organisational change in the public sector has led to a restructuring of the employment relationship in a context of budgetary constraints, the introduction of performance indicators and the development of new management strategies. The pace of change has been uneven and mediated by service cultures that have been resistant to innovation. Our case study of a metropolitan fire brigade explores these issues and suggests that financially driven organisational change has a major impact on industrial relations and that trade union organisation rooted in workplace culture can provide a significant challenge to restructuring.     

The consequences of dual and unilateral commitment to the organisation and union

This article examines the pattern and consequences of commitment to organisation and union amongst union members in a UK National Health Service Trust. Those who perceived the industrial relations climate as positive were more likely to be dually committed to both organisation and union. As anticipated, union commitment predicted union citizenship behaviours and intent to quit the union. However, organisational commitment predicted intent to quit the organisation but not organisational citizenship behaviour, which was predicted by union commitment. Findings suggest that those with a unilateral commitment to the union are more likely than the dually committed to engage in citizenship behaviours aimed at helping fellow members and colleagues, perhaps because they feel unconstrained by any strong loyalty to the organisation.     

Employee voice: does union membership matter?

Industrial relations research has traditionally viewed trade unions as the primary mechanism for employee voice. With the decline in unionism in many advanced industrial economies over the past two decades, new direct non-union voice mechanisms have been introduced by employers. This focus on the mechanisms for employee voice, however, fails to take account of employees' perceptions of voice. We suggested that employee perceptions of voice vary between the different levels of an organisation and proposed that trade union membership will be more likely to enhance individual employee perceptions of voice at the wider organisational level. Contrary to our expectations, our analysis of 2,949 employees of a public sector scientific research organisation found that union membership had a significant negative impact on employee voice at the organisational level. The article concluded by offering possible explanations for this unexpected finding and the implications for theory, management and future research.     

HR,perceived organisational support and organisational identification: an analysis after organisational formation

Academic research has rarely investigated the role that people management plays in encouraging employees to identify with their employing organisation. This article reports on a study investigating the role that employee perceptions of the HR environment plays in encouraging organisational identification and the importance of perceived organisational support in this relationship. Two research surveys are discussed, one carried out shortly after the formation of the new organisation within the UK National Health Service, and one is a replication study undertaken 13 months later. The results show that key HR‐related factors predict organisational identification; this effect is both direct and indirect through perceptions of organisational support. The findings also demonstrate that, as the organisation matures, there are some interesting changes in which aspects of the HR environment predict identification and perceptions of organisational support.     

Analysing the forces shaping employee involvement and participation (EIP) at organisation level in liberal market economies (LMEs)

Employee involvement and participation (EIP) continues to attract significant interest from academics and practitioners alike, often in terms of so‐called newer forms of employee engagement and informal consultation. However, although the history of EIP shows that multiple channels are the norm in most organisations, it is still rare for representative, direct and informal EIP to be discussed in the same study. This article breaks new ground by developing measures for the breadth and depth of EIP, as well as analysing the forces at and beyond organisation level which shape management choices about which forms to adopt and how to embed them more deeply in organisations. Data were collected from 86 interviews and associated documentary analysis at and beyond organisational level in four liberal market economies (LMEs) (UK, Ireland, Australia and New Zealand) in order to identify how forces at national and organisational level shaped the breadth and depth of EIP in 25 case study organisations. The article's main conclusion is that while institutional forces – such as legislation, government action and intermediary bodies – do have an influence in LMEs, the way in which management interprets more immediate organisational forces remains significantly important in embedding EIP within organisations.     

Union or commonwealth? The balance of power and the organisational structure debate in the Dutch Federation of trade unions*

The stalemate that persists within the Dutch Federation of Trade Unions (FNV) concerning organisational restructuring is analysed from an interorganisational perspective. Data on power resources of the affiliated unions show that three large unions dominate decision making. Decreasing power of the federal organisation, bilateral arrangements and, possibly, amalgamations are expected.     

Careers and temporal flexibility in the new economy: an Anglo‐Dutch comparison of the organisation of consultancy work

Knowledge workers are widely considered to represent the vanguards of a new employment era, characterised by a greater degree of balance in the relationship between the employer and the knowledge worker. This fundamental shift in power relations is expected to lead to the emergence of a new group of so‐called ‘free’ or empowered portfolio workers, who share boundaryless career arrangements and internationally ‘universal’ forms of flexibility. However, such propositions have been made without extensive comparative research. This paper therefore examines the organisation of knowledge worker careers and the nature of the temporal flexibility available to knowledge workers through an Anglo‐Dutch case‐study of a multinational consultancy firm. The data collected by this study provides little evidence to support the notion of free/boundaryless career models and demonstrates that national context has a significant impact on the construction of consultancy careers and the availability, level and form of flexibility offered to consultants.     

A two-way relationship between multi-level technological change and organisational characteristics-cases involving the development of heavy hybrid buses

This paper analyses inter- and intra-organisational interaction in cases of product development, which involves significantly new technologies that affect core product sub-systems. The analysis shows that in such cases, there is a need to collaborate with suppliers to learn about the new technology. Moreover, provided that the firm's existing technology is still relevant, there is a need to integrate the new technology with existing technologies. Therefore, close supplier interaction has to be associated with close intra-organisational interaction. However, even a case where there is a limited need to integrate the new technology with existing technologies, there is a need to justify the new technology internally and negotiate the process of adopting it within the organisation. The paper thus demonstrates a two-way relationship between organisational characteristics and multi-level technological change. On the one hand, different types of technological changes demand different kinds of R&D organisations and supplier relationships. On the other hand, decisions to implement technological changes are influenced by existing organisational structures and product development philosophies.     

Managing people across hospital networks in the UK: multiple employers and the shaping of HRM

Building on the insights from a growing number of studies on the HRM implications of inter-organisational relations, this article investigates the HR issues in two case studies of ‘best practice’, long-term collaborative working. It identifies three common challenges for HRM: (a) how to build employee commitment and identity to the partnership without putting at risk the employing organisation's goals; (b) how to establish attractive career pathways in a partnership context requiring some degree of sharing of skill standards and coordination of training provision; and (c) how to sustain partnerships in a changing policy and organisational context. The data point to inherent problems in managing employment when there is more than one employing organisation exercising influence. Differences in organisational goals and HRM approaches in hospital networks are an obstacle to long-term integration – especially in public–private arrangements where integration of goals and HRM is more difficult.     

Responsibility accounting,managerial action and ‘a counter-ability’: Relating the physical and virtual spaces of decision-making

This study examines how the economic structures of responsibility accounting (RA) affect decision-making and managerial action. It analyses how decision rights transform and affect managerial action and argue that functionalist approaches to organising a company through RA principles are inexpedient. The argument is based on two spaces related to decision-making and managerial action – physical space and virtual space – and addresses the managerial effects of RA with respect to these spaces. The RA literature argues that the design of RA should be based on its context and its structure should be stable. However, the study presented here shows how the effects of RA emerge in a process of development and transformation of the organisation. When an organisation and its management control system cannot embrace the dynamism of the physical space, the resulting managerial actions and decision-making are tumultuous; accountability in this context means possessing ‘a counter-ability’, not being ‘accountable’. Accounting forms a virtual organisational space, and the relationships between physical and virtual spaces co-construct the organisational effects of RA.     

The paradox of employee psychological well-being practices: an integrative literature review and new directions for research

Abstract

It is well established that many HR practices aimed at increasing employees’ psychological wellbeing (PWB) and organisational performance conflict and even contradict one another. We address this long-standing issue by undertaking an innovative integrative literature review using the paradox metatheory as a lens. Unlike the contingency approach, a paradox perspective deems real-world tensions as normal, which can also be harnessed, and benefit employees and the organisation. We make three contributions; firstly, we identify contradictory employee PWB and organisational performance HR practices; secondly, we offer a solution in addressing the inherent tension between PWB and organisational performance by developing a new sensemaking conceptual framework; and thirdly, we offer a more nuanced perspective of prevailing arguments by distinguishing endogenous factors that organisations can influence to enhance the synergies between employee PWB and organisational performance HR practices. The intended impact of this paper is to instigate a paradigm shift and shape a new trajectory of thinking about how employee PWB and organisational performance practices can exist side-by-side.     

Safety management challenges and tensions in the European nuclear power industry

This paper provides an analysis of major management challenges and tensions within the European nuclear power industry in the context of safety. The results show that human resource management, organisational climate and culture, and public confidence and trust are the three most challenging areas for nuclear managers across Europe. Managerial tensions typically relate to the setting of priorities and maintaining focus, and to the need to find a balance between diverging demands and expectations, such as perceived conflicts between economy- and safety-related objectives. Overall, the results suggest that nuclear managers need and use complex models for structuring their realities and that the safety of a nuclear power plant cannot be managed independently of the other goals of the plant organisation.     

Project management competence development framework in turbulent business environment

Today's turbulent business environment characterised by uncertainty and inability to predict the future is extremely challenging, and thus requires the development of new competences. Especially within project management, competence development is one of the critical success factors. Competence development is seen as a critical success factor ensuring companies' competitiveness. Learning organisation, organisational learning, organisational culture, knowledge management and project management laid the foundation for the project management competence development (PMCD) framework introduced in this paper. The most essential features for organisations to update competences are presented. The proposed framework has been in use in Nokia case unit since year 2001 with good results. However, further studies are needed to create an evaluation method to provide a means to measure the impacts of the framework and develop it further.     

Cross‐boundary working: Implications for HRM theory,methods, and practice

Major changes have taken place in work organisation, which originate predominantly from working across organisational boundaries. This paper argues for a more sophisticated approach to HRM that includes three types of cross‐boundary working, that is, intraorganisational, interorganisational, and transorganisational. Herein lies the contribution of our paper; we argue that we cannot assume a transition from one type of working to another because cross‐boundary forms of working coexist. We also need to understand the tensions of this simultaneity at the levels of the organisation/network, HRM systems, and the individual. We consider the impact of the simultaneous existence of these types of cross‐boundary working for the following: (a) theory, especially the development of HRM systems; (b) methods, including an activity‐based unit of analysis; and (c) practice, where we pay attention to the challenges of control, collaboration, and consistency.     

Shop stewards through expansion and recession

Evidence testifies to the spread and development of shop steward organisation across British industry during the 1970s. This article focuses on the ways managements sought to influence the particular organisational forms adopted by stewards and their reason for doing so and whether such approaches have been maintained in the changed circumstances since 1979.     

The ties that bind: Buyer-supplier relations in the construction industry

This study considers the consequences of Inter Organisational relations at two levels: the micro level of the individual, and the macro level of the organisation. Merging Transaction Cost Economics with theories on the Social Embeddedness of relations, the paper tackles several hypotheses about problems in buyer–supplier relations. We amend the general hypothesis, as has been put forward by other researchers, that having a common past in combination with an expected common future in business will reduce the likelihood that problems and conflicts occur. Our focus lies on whether this shared past and future can preclude problems better when the organisational relations are at the micro level. Our analyses of survey data from 448 contractor–subcontractor relations from the contractor's perspective in the construction industry reveal mixed support for effects of a shared past or future. We hardly find any of the expected positive effects of a shared past on supplier performance. However, we do find support for the hypothesis that a larger likelihood of future business with the same business partner has a stronger (negative) effect on the occurrence of problems if the expected future business is at the level of individuals (instead of at the level of organisations).     

Exploring the power dimensions of the human resource function

While a large body of literature has investigated the content of human resource management (HRM) practices, this research explores the process through which the HRM function impacts on organisational performance. Specifically, the research explores the reasons for the success or failure of HRM initiatives that have been associated with organisational outcomes and classifies the reasons as dimensions of HRM power. Based on 26 interviews conducted in Australia with senior HRM executives, top management team (TMT) executives and two management consultants, we found that, in order to contribute to organisational performance, HRM professionals can effectively utilise three dimensions of power, namely power of resources, power of processes and power of meaning. The findings offer new insights to the relationship between dimensions of HRM power and organisational performance.     

Employee representation and partnership in the non‐union sector: a paradox of intention?

Non‐union forms of employee representation have become increasingly prominent in UK workplaces in the last 15 years. In addition, partnership working has been encouraged by New Labour, the Chartered Institute of Personnel and Development, the Confederation of British Industry and the TUC as a route to higher commitment and higher individual and organisational performance. These trends have been further encouraged by recent European Union legislation. This article seeks to examine the implied linkages between non‐union employee representative mechanisms and partnership working and their influence on the effectiveness of employee voice as a conduit of high performance. The article is based on a case study organisation from within the UK finance sector, and data are drawn from semi‐structured interviews with managers and staff and a survey of employee attitudes. The article concludes that employers’ attempts to utilise a non‐union partnership framework for organisational gain are severely constrained by structural limitations on effective employee voice.