The elusiveness of strategic HR partnering: Using paradox theory to understand tensions surrounding the HR business partnering role
研究人力资源业务伙伴与直线经理及人力资源部门其他成员之间的双重关系，发现这些关系在操作框架内存在悖论，阻碍了战略伙伴关系的建立。
Abstract Human resource business partnering is an established mechanism for the advancement of strategic HR. While much research has reported on relationships between partners (HRBPs) and line managers, relationships between partners and other aspects of the HR function are less well understood, as is the interplay between HRBP‐LMP and HRBP‐HR relationships. Through the use of paradox theory and case study methodology centred on a large public sector health care authority, we found these two sets of relationships to be operating paradoxically within an operational frame of reference, thereby constraining the establishment of strategic partnering.