Making sense of (mis)matched frames of reference: A dynamic cognitive theory of (in)stability in HR practices
本文提出一个动态认知理论，认为管理者和员工的参考框架匹配与否会影响人力资源实践的稳定性，不匹配会引发意义建构和冲突，并预测了不同不匹配类型下的冲突模式与结果。
Abstract By returning to an old insight that frames of reference influence action, we theorize that actors’ frames influence their desired HR practices, and these practices will be stable if managers and employees share similar frames. When actors’ frames are mismatched, however, HR practices can violate employee expectations and trigger a sensemaking process, potentially leading to framing contests and conflict. We hypothesize predicted patterns of conflict and expected outcomes depending on the nature of the mismatched frames. Allowing for mismatched frames uniquely highlights the importance of recognizing managers’ and employees’ frames for understanding HR outcomes and conflicts observed in practice.