ABSTRACT

The study employs a mixed-method approach utilizing interview and survey data to discern what influences the effectiveness of an inter-organizational initiative wherein two distinct organizations share a human resource executive (HRE). Initial efficiencies of the initiative resulted in both agencies. Over time, however, the data emerged to reveal differing outcomes, such that the agency who shared the HRE reported a decreased HR service climate, while HR service gains and increased job engagement appeared at the other agency. Rather than one agency benefitting at the other’s expense, relational and structural organizational boundary conditions emerged to explain the divergent views of the collaborative’s (in)effectiveness. The analysis extends flexible leadership theory to depict how an HRE’s relational role, trust, and organizational architectures are boundary conditions for effectiveness in an HR collaboration. The findings provide practical implications for organizations considering collaborative initiatives and identify conditions that may contribute to success following the change.

摘要

该研究采用混合方法，利用访谈和调查数据来识别什么因素影响组织间计划的有效性，其中两个不同的组织共享一个人力资源主管（HRE）。该计划的最初效率来自两个机构。但是，随着时间的流逝，出现的数据揭示出不同的结果，例如，共享HRE的机构报告了人力资源服务环境的下降，而另一家机构出现了人力资源服务的增加和工作投入的增加。关系和结构性组织边界条件出现，而不是一个机构从另一方的利益中受益，而是出现了这种情况，以解释对协作有效性的不同看法。该分析扩展了灵活的领导理论，以描绘HRE的关系角色，信任，组织架构是人力资源合作有效性的边界条件。研究结果为组织考虑采取协作举措并确定在变更后可能有助于成功的条件提供了实际意义。