Managing integration through cooperation

Citation

(2006), "Managing integration through cooperation", Development and Learning in Organizations, Vol. 20 No. 1. https://doi.org/10.1108/dlo.2006.08120aaf.008

Managing integration through cooperation

Managing integration through cooperation

Gratton LHuman Resource Management, (USA), Summer 2005 Vol 44 No 2, Start page: 151, No of pages: 8

Purpose – considers the role that human resource management will play in supporting the development of teams across functions both within the organization and across organizations. Design/methodology/approach – sets out the theory of social capital, drawing on this to discuss how “bonds’ are developed within groups and “ties” are developed between groups. Discusses the implications of this for the ways in which human resource managers can support the development of networks within and between organizations. Illustrates this by describing how Nokia developed the structures to support team members to work with other teams and to work with team in other organizations. Explains the contribution of human resource management practices to building these network ties. Findings – argues that the human resource function plays a crucial role in designing the practices, processes and structures that enable intra- and inter-organizational networks to be developed and sustained. Research limitations/implications – applies social capital theory to team and network development. Originality/value – discusses how organizations can support network development.Classification(s): Human Resource Management – Teams; Workplace/Organizational Learning; Premier Management; HRStyle: Research paperISSN: 0090-4848

Keywords: Networking, Team management, Human resource management, Nokia