Evolving HR practices in a strategic intra‐firm supply chain

Abstract

While there are several studies on human resource management (HRM) at the inter-fi rm dyadic relationship level, the HR aspects of intra-fi rm strategic supply relationships have been largely ignored. Yet interdependence requires coordination among functions, sites, and stages of the internal supply chain (SC). Drawing on a case study of a large European pharmaceutical company, which we call Tyrenco, we explore how HR practices evolve within the strategic intra-fi rm supply relationship. Our fi ndings illustrate the disruptive effects of HR practices when they are focused on site-based objectives and the improved coordination that results from redesigning HR processes to achieve internal operational integration. We highlight the tension between site-based, fi nancial controls and an emergent SC logic. Drawing on recent interest in cooperative approaches to HR practices, this study seeks to operationalize the need to align HR practices with end-to-end objectives at different stages of the intra-fi rm supply chain. Our fi ndings have practical implications for designing HR practices within multinational corporations (MNCs) that are characterized by complex and fragmented internal environments.

Career Management Strategies of People With Disabilities

“…Following prior research (e.g., Koulikoff‐Souviron & Harrison, ), our interview guide was the result of iterations and is presented in the Appendix. While we conducted 38 face‐to‐face interviews in premises chosen by respondents (e.g., their office or a nearby coffee shop), due to restrictions on our travel or time constraints of respondents, 20 were conducted via telephone.…”

HR Practices as Antecedents of Supply Relationship Integration: The Inter- and Intra-Firm Contexts

“…HR practices thus can be viewed as antecedents of organizational drivers of integration [10]. This premise is supported by the body of literature that looks at the role of HR practices in inter-firm [12][13][14], and intra-firm supply relationship contexts [15].…”

“…The aim of this study is to contribute to the understanding of integration mechanisms by investigating the similarities and differences among HR practices in the intra-and inter-firm contexts and how they constitute antecedents of organizational drivers-are they inhibitors or facilitators-of supply relationship integration. For that purpose, this study builds on and compares data from two case studies, presented in earlier papers: the first between separately (US-) owned partners in the chemical industry in the UK [14] and the second between French and English sites of a recently merged pharma-ceutical firm that worked at different stages in the manufacture of a drug [15]. The paper presents a cross-case analysis and draws conclusions on how HR practices as antecedents of organizational drivers can either inhibit or facilitate integration in the two contexts.…”

HR activities and practices for project success: A multi-method approach from Indian IT firms

“…While HR practices are strategic in nature and provide a guiding force to the project organization, HR activities provide the implementation of the directives set through HR practices (Koulikoff-Souviron and Harrison, 2010). HR activities and practices (HRAPs) include the strategic HR directions of the project organization that ensure recruitment and selection, personnel planning, training and development, performance management, teamwork, performance related pay, employment security, internal career possibilities, participation, communication, job design, job description, work-life balance and various other activities (van de Voorde et al, 2012).…”