Research and practice in HRM: A historical perspective

DeNisi, Angelo S.; Wilson, Michael; Biteman, James H.

doi:10.1016/j.hrmr.2014.03.004

Cited by 65 publications

(54 citation statements)

References 67 publications

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“…DeNisi et al (2014) observed that organisations today face problems that were non-existent a generation ago. To bridge the now generally acknowledged gap between research and practice, and to promote both theory and good practice in HRM, scholars, irrespective of whether they are academics and/or practitioners, must endeavour to offer real solutions to real problems in the world of work.…”

Section: Resultsmentioning

confidence: 99%

“…A key issue that is frequently mentioned is that HRM practice in organisations, for the most part, does not inform academic research and vice versa (Björkman, Ehrnrooth, Mäkelä, Smale & Sumelius, 2014;DeNisi, Wilson & Biteman, 2014;Tenhiäla et al, 2016;Tucker & Lowe, 2014). Research findings are not implemented in practice because practitioners often do not have access to, or are unaware of, such findings (Deadrich & Gibson, 2009;Shapiro, Kirkman & Courtney, 2007).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Many of them still are not really interested in knowledge application in practice. This emphasis on basic and theoretical research, instead of applied research, could further deepen the divergence between HRM research and practice (DeNisi et al, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

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Research trends in the <i>South African Journal of Human Resource Management<i>

Pietersen

2018

SA j. hum. resour. manag.

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Orientation: A comprehensive framework for research in human resource management (HRM) in terms of fundamental knowledge orientations was found lacking.Research purpose: The aim was to perform a typological review of research trends in the field of HRM, specifically of publications in the South African Journal of Human Resource Management (SAJHRM).Motivation for the study: No previous research in the field of HRM in South Africa adopted a fundamental theory of knowledge.Research design, approach and method: A qualitative design was followed, consisting of a documentary analysis of articles that were published in the SAJHRM for the period from 2003 to 2015. A detailed content analysis of published articles was performed in terms of a number of criteria, namely knowledge type, race, gender, authorship, author contribution and representation according to author institution and country of origin.Main findings: An analysis of a final selection of 289 articles indicated that research in the SAJHRM was mostly on the following lines: research was mostly of the hypothesis-testing (Type II) knowledge type; involved multiple authorship; and was conducted by mostly white, male researchers, based at a relatively few South African academic institutions.Practical and managerial implications: The SAJHRM should, in partnership with the HRM profession, promote and publish research that more prominently addresses the gap between academic HRM and HRM practice, especially in terms of the participatory or action research (Type IV) mode of knowledge generation.Contribution: The present analysis of research trends in the SAJHRM provides a broader and more nuanced perspective on forms of research required for the HRM field in South Africa.

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Section: Resultsmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

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Research trends in the <i>South African Journal of Human Resource Management<i>

Pietersen

2018

SA j. hum. resour. manag.

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“…This process could not have been captured in nonlongitudinal designs. In a similar vein, DeNisi, Wilson, and Biteman () remark that HR research to a large extent lacks longitudinal designs, adding to enlarging the theory‐practice divide in this field. Another insight to our view is that the behavioral change of employees cannot work without the involvement of other colleagues, who also need to perceive the change.…”

Section: Discussionmentioning

confidence: 99%

Using a portfolio‐based process to develop agility among employees

Vliet

Born

Molen

2019

Human Resource Dev Quarterly

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The fast‐paced and changeable nature of contemporary society results in organizations that increasingly need to train their employees to become more energetic, flexible, and adaptable: the so called “agile” employees. This study used personal development portfolios including frequent feedback interviews (with mentors and peers) over 2.5 years to assist 32 employees working in an organization undergoing change to become more agile. A portfolio implies setting agility goals, recording and assessing progress in one's agility. Data were collected on employees' agility, and were related to their portfolio. Results showed that the portfolio use significantly increased employees' agility and significantly enhanced the agreement between self‐rated and other‐rated agility. Findings favor the use of development portfolios by organizations in improving agility among their employees. Therefore, this study gives tools for the practice of Human Resources Development (HRD).

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“…In recent years, an increasing number of studies have advanced the idea that human resource management (HRM) research has a “relevance” problem because its knowledge is rarely adopted by practitioners (Deadrick & Gibson, , ; DeNisi, Wilson, & Biteman, ; Harley, ; Markoulli, Lee, Byington, & Felps, ; Yeung, ). One reason for this lack of relevance is that HRM research is mostly driven by theoretical problems and keeps practitioners at arm's length (Fleetwood & Hesketh, ; Harley, ; Harley & Hardy, ).…”

Section: Introductionmentioning

confidence: 99%

Conducting Mode 2 research in HRM: A phase‐based framework

Guerci

Radaelli

Shani

2018

Human Resource Management

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Recent studies in the field of human resource management (HRM) have highlighted that current research is mostly performed and consumed by academics, and is driven by theoretical and disciplinary concerns rather than practical ones. This debate has invoked the need to produce more Mode 2 research in the HRM field, that is, research driven by practical problems that integrate collaborative efforts by academics and practitioners. Yet, guidelines on how academics and practitioners may implement Mode 2 research remain disjointed and incomplete. Our study provides a phase‐based collaborative‐based framework for the implementation of Mode 2 research in the HRM field, in ways that both academic rigor and practical relevance are achieved. Our framework is informed by a comprehensive review of previous Mode 2 research, within and outside the HRM field. The proposed framework details four macro‐phases: the codevelopment of research questions with practitioners; the design of collaborative spaces and mechanisms; the design and management of double‐loop iterative research processes; and finally the academic and practice legitimization of Mode 2 outcomes. Our framework has the objective to support HRM researchers and practitioners, as well as relevant institutions and gatekeepers in the design, implementation, education, and assessment of Mode 2 research.

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Research and practice in HRM: A historical perspective

Cited by 65 publications

References 67 publications

Research trends in the <i>South African Journal of Human Resource Management<i>

Research trends in the <i>South African Journal of Human Resource Management<i>

Using a portfolio‐based process to develop agility among employees

Conducting Mode 2 research in HRM: A phase‐based framework

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