Interdependent HRM practices as active responses to paradox in Finnish growth enterprises

Abstract

PurposeBy adopting a paradox lens, the purpose of this study is to explore paradoxes in relation to work organization, recruitment and competence development in growth-oriented companies.Design/methodology/approachThe study is a qualitative content analysis based on research interviews of managers responsible for human resource management (HRM) in Finnish small and medium-sized growth enterprises (SMEs).FindingsThe results show four themes, namely, (1) individualized work, (2) cultural cohesiveness, (3) experimental organization and (4) personal closeness. These identified themes are interpreted as mutually enabling, active responses to the underlying paradoxes of individualism – community and stability – change.Originality/valueThe results contribute to research on tension and paradox in HRM by taking the still unexplored opportunity to apply paradox theory to HRM in SMEs.

Surviving Covid‐19: The Role of Human Resource Managers in Shaping Organizational Responses to Societal Paradox

“…(2021b) explore the role of HR professionals in breaking dysfunctional paradox dynamics, noting that ‘supporting actors can alter contextual elements to help remove persistent obstacles that impede focal actors—those directly embroiled in tensions—from working through paradox’ (Pradies et al ., 2021b, p. 1242). Similarly, Lindström and Janhonen (2021) explore the role of HR managers in enabling paradox navigation in the context of Finnish high‐growth small and medium‐sized enterprises, showing that HR managers help in navigating belonging and learning paradoxes through the development of HR interventions, and Garavan et al . (2021) highlight the ‘value of using what we term outsiders‐within to cope with paradoxical tensions’ (p. 289).…”