Discovering territorial human resources management (T-HRM) in Informal Territorial Networks (ITNs): an exploratory study
Journal of Management Development
ISSN: 0262-1711
Article publication date: 30 May 2024
Issue publication date: 9 July 2024
Abstract
Purpose
The purpose of this paper is to explore practices of Territorial-HRM within a network of shoemakers characterized by informal activities.
Design/methodology/approach
Territorial-HRM is a relatively new topic in management sciences, hence a qualitative methodology has been conducted for better exploration. The methodology relies on the development of two series of semi-structured interviews conducted with several members of the network. Data were collected and analyzed based on the thematic analysis method.
Findings
Results show a type of Territorial-HRM that stands out from that of the formal territorial networks largely described in the literature in management sciences. This form of Territorial-HRM is characterized by the following specific practices: Territorial Based Recruitment (TBR), External Mobility, Labor Loan, Inter-Boss Training and Collective Learning.
Research limitations/implications
This study relies on a single research method with a relatively small number of interviews within an informal network in the Senegalese context. The authors recommend replicating the study in other contexts and developing representative samples in order to test or measure the relationships between grounded concepts of Informal Territorial-HRM.
Originality/value
These results reveal a quite different dynamic of the emergence of Territorial-HRM due to the specificity of the network, its informal nature and its socio-cultural anchorage. The paper adds strong enrichment to the Territorial-HRM field of research by laying out its foundation both in Informal Territorial Networks and in the English speaking academic world.
Keywords
Citation
Niasse, N. and Kane, D. (2024), "Discovering territorial human resources management (T-HRM) in Informal Territorial Networks (ITNs): an exploratory study", Journal of Management Development, Vol. 43 No. 4, pp. 591-607. https://doi.org/10.1108/JMD-09-2023-0285
Publisher
:Emerald Publishing Limited
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