Resilience and the (micro-)dynamics of organizational ambidexterity: implications for strategic HRM

Abstract

In the twenty-first century, resilience has emerged as a seminal and important topic linked to calls for adaptability, well-being and organizational performance. Extant strategic human resource management (HRM) literature and practices have developed many insights into resilience. However, overall, they have a propensity to conceptualise resilience as being associated with ‘macro-’ and ‘extreme’ situations. This paper complements the prevailing perspective by developing a micro-focus on resilience through the conceptual framework of organizational ambidexterity surfacing under-examined individual resilience in connection with HRM practices. Methodologically, the paper adopts a qualitative approach presenting data from two illustrative contexts: an ‘everyday’ quasi-governmental institution and a prima facie ‘extreme’ pan-international military organization. Using template analysis, a number of valuable themes and similarities are identified. The findings and discussion underline the managerial challenges in handling organizational ambidextrous dynamics and tensions surrounding resilience, positive and sceptical approaches in relation to individual and organizational stances towards HRM practices. As such, the results point at value in HRM managers and practices recontextualising and appreciating ‘extremes’ and resilience more as an everyday (rather than exceptional) phenomenon wherein myriad micro-moments are highly significant in constructing and influencing macro-contexts. This also implies a need to see cynical resistance as normative rather than automatically negatively.     

An Empirical Study of Dynamic Labor Demand with Integrated Forcing Processes

In this paper, we examine a version of the Sargent (1978) and Kennan (1979) labor demand model under the assumption that the forcing processes are nonstationary. We derive a simple model of dynamic labor demand and highlight the important econometric and time-series implications of the optimization problem. The empirical results are surprisingly favorable and consistent with the underlying dynamic theory. Specifically, we find estimates that imply adjustment costs are about fourfold more important than disequilibrium costs in determining the dynamic demand for labor.     

Thatcherism delayed? The Irish crisis and the paradox of social partnership

This article reviews the state of Irish industrial relations in light of the current economic crisis. It argues that social partnership, paradoxically, was rooted in the continuation of a tradition of permissive voluntarism with minimal employment rights with both direct and indirect implications for the current Irish economic crisis. As such, Irish industrial relations cannot be understood in isolation from a broader analysis of the rise and fall of social structures of capitalist accumulation. The discussion considers the prognosis for social partnership post‐economic crisis.     

Key account management: Theory,practice and challenges

Key account management is a natural development of customer focus and relationship marketing in business‐to‐business markets. It offers critical benefits and opportunities for profit enhancement to both sides of the seller/buyer dyad.

This paper describes a framework for understanding the development of key account relationships. It has also incorporated a comprehensive guide to the current practice of key account management and comments on the challenges for the future of key account management practice. The paper is based on research involving in‐depth interviews with key account managers, their managers and their main contacts in the customer organisation.

The scope of key account management is widening and becoming more complex. The skills of professionab involved in it at strategic and operational levels need to be constantly updated and developed. This paper demonstrates how key account management can be implemented and points decision‐makers in the right direction for better practice in the long term.