The implementation of human resource (HR) practices (HRPs) is increasingly regarded as a cornerstone in the achievement of overall HRM effectiveness. This article addresses the role of the HR department in contributing to line managers' (LMs) effective implementation of HRPs. It does so by comparing the actions of HR departments in both effective and ineffective implementation processes in different firms. Its findings reveal that HR departments can make a difference by taking initiatives that foster LMs' implementation abilities, motivation and opportunities, such as deploying in‐the‐field HR specialists, framing practices in appealing ways, involving LMs in the development of HRPs and seeking CEO support, among others. By fleshing out these HR initiatives and linking them to the AMO framework, we build an inductive model that offers a more nuanced view of what HR departments can do to have their proposals effectively implemented by LMs.

The purpose of this paper is to expand understanding of academic-practitioner knowledge-sharing in the service of enhanced knowledge creation in health care. To this end, we describe the tacit and explicit knowledge of academics and practitioners and how this knowledge exists within their communities of practice. We also discuss benefits of, difficulties with, and some underlying dynamics of academic-practitioner knowledge-sharing. We then propose what might be done, based on appreciation of these dynamics, to foster joint knowledge-sharing and knowledge creation. We illustrate our arguments with examples from health care settings.

Despite increasing interest in human resource management (HRM) implementation as an explanation for the association between HRM and firm performance, considerableconfusion remains about what implementation means. In order to develop conceptual definitions of HRM implementation and implementation effectiveness, this study builds on three different literatures outside the HRM field (strategy, innovation, and change management), which have addressed this topic extensively. As a result, implementation is characterized as a dynamic process, involving the interaction among multiple actors, starting with the adoption of a new practice and ending with its routinization. This is distinguished from implementation effectiveness as an outcome of that process. The study helps to achieve construct clarity, hence providing a more solid basis for future research and allowing for a better consolidation of findings. The authors also develop an agenda for further research by reviewing a number of theoretical and methodological approaches that have been used in implementation research across fields, including HRM. Overall, the study aims to establish implementation research as a highly relevant academic and practical quest not only in HRM, but also in other management literatures.This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

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Purpose The purpose of this paper is to investigate the relevance of authenticity as a possible attribute of employer attractiveness. Additionally, the study compares authenticity to other factors of attractiveness, such as economic, development, social, interest and application values. Design/methodology/approach A survey was conducted with a total of 937 respondents. The questionnaire consisted of the employer attractiveness scale developed by Berthon, Ewing, and Hah (2005) and an adapted version of the authentic living scale (Wood et al., 2008). Findings The results show that workplace authenticity is equally valued as an attractiveness attribute as having opportunities for economic and personal development, and that it is significantly more highly valued than other attractiveness dimensions of the work environment, such as interest value, social value, and application value. The results also show that authenticity matters more as an attribute of attractiveness for top management, older professionals as well as women. Practical implications The findings suggest that firms become more competitive in attracting talent if their recruitment strategies place more emphasis on authenticity as a psychological benefit that can be obtained through working in the company. The use of social media (e.g. employee testimonials, chats, and blogs) can help to this end. Originality/value The subject of workplace authenticity has been receiving increasing attention in the academic literature, and the studies reveal the benefits that it may entail for both developing and retaining a more engaged and productive workforce. However, previous research has not considered how perceptions of workplace authenticity may also help organizations become more attractive in the eyes of potential job applicants.