Work transformation and the HR ecosystem dynamics: A longitudinal case study of HRM disruption in the era of the 4th industrial revolution
通过对蓝领工人人才管理新实践的纵向案例研究，分析了人力资源专业人士和管理者如何互动并开发新实践以应对颠覆性工作转型，提出了基于收敛与发散阶段交替的HR生态系统对齐理论。
Abstract Disruption in human resource management (HRM) practices necessitates processes of mutual adjustment within the organization that seeks to address these changes properly, overcome tensions, and fit strategic needs. In our single longitudinal case study of a new HRM practice development concerning blue‐collar worker talent management, we examine how HR professionals and managers interact and develop new HRM practices as a response to disruptive work transformation. Considering these interactions from the perspective of HR ecosystem alignment dynamics, we find that both managers and HR professionals engaged in fruitful collaboration processes along three differentiated steps to provide value for the whole organization. We propose a grounded theorizing of HR ecosystem alignment that is based on the progression of successive convergent and divergent phases and introducing collaborative spaces of work.