Resourcing Under Tensions: How frontline employees create resources to balance paradoxical tensions
通过对一家跨国零售时尚公司员工的民族志研究，发现一线员工通过情境重构、组织预构和制度解构三种资源创造实践来平衡矛盾性紧张，为理解资源创造和个体应对矛盾提供了新视角。
Managing resources and tensions at the front line is crucial for organizational success. To advance our understanding of how frontline employees turn assets into useful resources under tensions, we draw on research on resourcing and practices of responding to paradoxical tensions. Our ethnographic study of employees in a multinational retail fashion company finds three resourcing practices – situational reframing, organizational preframing and institutional deframing – that enable frontline employees to balance tensions. We contribute to both the resourcing perspective and to research on individuals’ responses to paradoxical tensions, first, by identifying the varying scopes of meaning (situational, organizational or institutional) that employees infuse potential resources with; second, by extending the notion of framing to understand how resourcing is accomplished interactively in tension-laden situations; and third, by explaining how employees’ construction of tensions is related to their dynamic moves between resourcing practices.