Brave New HR?The Changing Nature of Work and the Management of Human Resources

Gartner, Johannes; Mäkelä, Kristiina; Sumelius, Jennie; Vuorenmaa, Hertta

doi:10.5465/ambpp.2017.13747abstract

Cited by 1 publication

(2 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Performance management is particularly problematic in this regard: different performance criteria may lead to conflicting goals, expectations and mindsets between team members, and consequently, to lower team-performance (Mäkelä et al, 2017).…”

Section: Kristiina Mäkelämentioning

confidence: 99%

“…This will ensure greater cohesiveness within teams, but potentially lead to many different HRM practices to be followed in each location. Yet, given that work will likely be both more individualized and less bound to a specific place in the future (Gartner, Mäkelä, Sumelius, & Vuorenmaa, 2017), this may be a lesser coordination issue. Nevertheless, it is important that team-based organizations have processes that ensure that different goals and expectations are shared and aligned upfront at the beginning of each team assignment (Zander, Zettinig, & Mäkelä, , 2013).…”

Section: Kristiina Mäkelämentioning

confidence: 99%

See 1 more Smart Citation

Towards a strategic understanding of global teams and their HR implications: an expert dialogue

Butler

Minbaeva

Mäkelä

et al. 2018

The International Journal of Human Resource Management

View full text Add to dashboard Cite

Drawing on initial insights emerging from a panel at the EIBA 2016 Conference in Vienna, here discussants and expert panelists engage in a follow-on conversation i on the HR implication of global teams for international organizations. First we set out how HRM can enable global teams and their constituent members to overcome the new and considerable challenges of global teams. These challenges span levels of analysis, time and space. Next we debate global teams as a strategic response to the dual pressures of global integration and local adaptation. We consider what HRM is needed for global teams to successfully resolve this dilemma, challenging practitioners to move beyond the "best practices" and "alignment" dichotomy. Lastly we look to the future to consider implications for research. We propose a rich research agenda focused on the complexities of the global team context.

show abstract

Section: Kristiina Mäkelämentioning

confidence: 99%

Section: Kristiina Mäkelämentioning

confidence: 99%