Reconsidering Boundaries: Human Resource Management in a Networked World
基于十年实证研究，识别出三种网络类型及其内在张力，并提出三种相应的人力资源管理模式，帮助管理者应对跨边界工作挑战。
Abstract In the twenty‐first century, work activities tend to span organizational boundaries and take place in projects or networks. This cross‐boundary working has major implications for current HRM models that are more suited to an industrial economy, which assumes a single employer and where work is carried out within a set of clearly defined boundaries. We draw on a decade of empirical research in cross‐boundary contexts to identify: (1) three types of networks (interactive, interwoven, and integrated) that vary according to their boundary properties, the focus of the work activity, and the prominent identification; (2) the particular structural, relational, and knowledge‐based tensions (Phelps, Heidl, & Wadhwa, 2012) that are inherent in each networked context; and (3) three HRM models (buffering, borrowing, and balancing) that are appropriate to sustain networked working in these contexts. The main contribution of the article is the identification of HRM models in networked contexts. © 2014 Wiley Periodicals, Inc.