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Article
Publication date: 1 June 2004

Bertil Thorngren, Per Andersson, Erik Bohlin and Magnus Boman

The five papers in this special issue have been selected from presentations held at the 2003 Mobility Roundtable, held at Stockholm. Looks at the inevitable merge of the…

Abstract

The five papers in this special issue have been selected from presentations held at the 2003 Mobility Roundtable, held at Stockholm. Looks at the inevitable merge of the tele‐centric and data‐centric world and mobile Internet and how they have enabled mobile access in both professional and personal lifestyles. Evaluates demand, supply and culture. Opines that with future developments hard to predict new actors from other sectors, such as hotels and restaurants could, by merging their interests, provide a seamless roaming service. Conclusions drawn are that conceptions of mobility in all lifestyles will be broadened to expect an environment of continuous usage.

Details

info, vol. 6 no. 3
Type: Research Article
ISSN: 1463-6697

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Article
Publication date: 4 January 2016

Tanya Bondarouk, Anna Bos-Nehles and Xanthe Hesselink

The purpose of this paper is to identify the differences and similarities in the HRM frames of middle-level managers and HR professionals, and to uncover the roots and…

Abstract

Purpose

The purpose of this paper is to identify the differences and similarities in the HRM frames of middle-level managers and HR professionals, and to uncover the roots and contents of (dis)agreements in the HRM frames among HR professionals and middle-level managers.

Design/methodology/approach

An explorative case study performed in a Dutch homecare organization explored the reasons for the different roots and dynamics of the cognitive frames of HR professionals and middle-level managers.

Findings

The research shows that these differences originate in the lack of clarity concerning the experienced philosophy and goals of HRM, leading to different client foci, in the inertia- and intuition-based execution of HRM practices and in the seemingly large distance between central and local HRM administrative functions. The alignment of HRM frames developed from being congruent in the HRM vision towards incongruence in daily HRM execution.

Originality/value

This research confirms that HR professionals and middle-level managers have different HRM frames that encompass knowledge, assumptions and expectations. Congruent thinking by both social groups can lead to a better HRM system and to changes in HRM processes, enabling easier progress.

Details

Baltic Journal of Management, vol. 11 no. 1
Type: Research Article
ISSN: 1746-5265

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