Purpose Archival research is a much under-rated and under-utilized method of research in management studies. Yet multi-disciplinary undertakings being observed in recent times, such as in knowledge management (KM) systems, business history and social network studies, among others, indicate that there is a lot of potential to be explored. The purpose of this paper is to highlight this point and make a case for its inclusion in the researcher’s toolkit in the future. Design/methodology/approach The authors follow a two-stage method here: the first stage being an improvised process to benchmark articles for this review; while the second stage involves content analysis and synthesis of the same. Findings The authors have dealt with the intricacies of the archival research methodology by minutely examining the fieldwork steps, proxies generation, other related processes of triangulation, etc. With the discussion on “multi-disciplinary undertakings,” the authors offer not only a selective bibliography of works that have effectively harvested this family of methods, but also critique the nuances involved. Finally, coming into more contemporary concerns and developments, the authors undertake an in-depth look at technological applications in the domain of KM, in case study mode. Methodological richness leads to substantive granularity. As such, the authors argue that archival methods contribute to the robustness, contextuality and holism of any research endeavor, more so in the study of business and organizations. Research limitations/implications This paper is based on the literature review. Practical implications This paper makes a case for archival method’s contribution toward the robustness, contextuality and holism of any research endeavor, more so in the study of business and organizations. Originality/value This paper re-positions the method of archival research as a viable and sophisticated tool for researchers to employ effectively in singular or mixed method studies.
PurposeEmotional intelligence (EI) is a critical component of leadership that reflects the ability of leaders to understand how their emotions and actions affect the people around them in the organization. This paper aims to deliver state-of-the-art insights on EI and leadership.Design/methodology/approachThis paper leverages on bibliometric analysis to unpack 25 years of EI and leadership research.FindingsThis paper reveals the bibliometric profile (e.g. trends in publication activity and top articles, authors, countries and journals) and intellectual structure (e.g. themes and topics) of EI and leadership research, shedding light on EI manifestation in leadership, EI and leadership congruence, EI role in leadership and EI and leadership for human resource management.Research limitations/implicationsThis paper offers several noteworthy implications. First, EI is a leadership competency that can be cultivated and leveraged to improve leadership effectiveness. Second, the need for EI and leadership congruence indicates that leadership effectiveness is vital to human resource management (HRM). Taken collectively, these theoretical implications, and by extension, practical implications, suggest that increased investment in EI and leadership effectiveness is critical for organizations and their HRM.Originality/valueThis paper sheds light on current trends and ways forward for leading by feeling, showcasing the role and manifestation of EI in leadership, its value for HRM and the importance of its congruence for effective leadership in shaping the future of work.
Purpose By undertaking a detailed review of the Strategic Human Resource Management (SHRM) discourse, the purpose of this paper is to uncover and explicate the power differentials embedded in the social structure of organizations and suggests ways to reconcile them. Design/methodology/approach Methods used are thematic review, content analysis, and inductive theorizing, with Foucault’s archaeological and genealogical analysis style as the overarching framework. Findings At the methodological level, the authors demonstrate the application of Foucault’s twin methods: archaeological and genealogical analysis. At the substantive level, the authors have two contributions. First, the authors critique and analyze the various themes of power that emerge from the SHRM discourse as well as the hybridized overlaps of SHRM with other organization studies topics of interest such as organizational learning, network studies, control and postmodernism. Second, the authors propose a “Power” theory based nomothetic, typological synthesis for crafting the business-facing human resource (HR) function. The power lens manifests as the meta-theory to guide a much required streamlining of constructs and “value laden” synthesis of the literature. Research limitations/implications The potential of critical theory in crafting situated and context-sensitive research propositions is demonstrated. Practical implications Organizational strategists and HR managers can utilize the proposed typology to better understand their current ideological positions and decide future aspired images. Originality/value This is a conversation between two paradigms, SHRM and power theory, that are epistemologically at two opposite poles.
Diversity management as a research domain has led to the emergence of a rather mixed bag of studies with conflicting findings. This review article seeks to synthesize these insights and then uncover the major theoretical perspectives that guide the crafting of the strategic human resource (HR) function specific to promoting diversity praxis in organizations. Eighty papers are reviewed using thematic review and content analytic methods. There are three sequential parts. First, we spend some time on how diversity has been conceptualized in academic literature and how it came to be linked to organizational performance. Second, we attempt to understand the definition of ‘diversity management’, review its implications for the strategic HR function and locate it with regard to functional HR practices. In the final part, we actually look at the black box contents, i.e., we review organizational HR activities that have been documented by scholars and the theories that have informed these activities at firm level and extra-firm level. Extensive research directions are suggested. A critique of praxis is offered, and how it is currently limiting academic inquiry is discussed.
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