Managing human resource management tensions in project‐based organisations: Evidence from Bangalore
研究了班加罗尔一家大型软件公司项目中的人力资源管理实践，发现组织层面HRM在项目中被多样化调整，导致管理-员工张力，并通过结构性和关系性应对机制来管理，但客户干预限制了其效果。
Abstract We examine human resource management (HRM) in a large Bangalore project‐based software company. Diverse adaptations of organisation‐level HRM exist in projects, generating heterogeneous HRM practices across the organisation, resulting in management–employee tensions. Paradoxes are managed through a comprehensive, detailed and complementary set of structural and relational coping mechanisms, designed to promote employee commitment. These mechanisms were only partially successful, largely because of ongoing client interventions in project management. The motivations for and directions of client interventions are closely linked to the type of work undertaken in projects. Service market imperatives limit managers' scope to negotiate such interventions.