Evolving HR practices in a strategic intra‐firm supply chain
通过对一家大型欧洲制药公司的案例研究，探讨了内部供应链中人力资源实践如何从基于站点目标转向支持端到端运营整合，对跨国公司设计HR实践有实际意义。
Abstract While there are several studies on human resource management (HRM) at the inter‐firm dyadic relationship level, the HR aspects of intra‐firm 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‐firm supply relationship. Our findings 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, financial 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‐firm supply chain. Our findings have practical implications for designing HR practices within multinational corporations (MNCs) that are characterized by complex and fragmented internal environments. © 2010 Wiley Periodicals, Inc.