If you are experiencing problems downloading PDF or HTML fulltext, our helpdesk recommend clearing your browser cache and trying again. If you need help in clearing your cache, please click here . Still need help? Email help@ingentaconnect.com

Institutional pressures and HRM: developing institutional fit

$60.93 plus tax (Refund Policy)

Buy Article:

Abstract:

Purpose ‐ Research in strategic human resource management (HRM) has focused mainly on the effects of HRM practices or systems on organizational effectiveness. However, institutional theory argues that besides being financially successful, organizations also need legitimacy to survive. Owing to the tension between competitive and institutional pressures, organizations balance between the degree of conformity and the degree of differentiation from competitors regarding HRM. The purpose of this paper is to address how institutional pressures help shape HRM. Design/methodology/approach ‐ Using the concepts of leeway, human agency and strategic choice, differences in three types of institutional fit are highlighted: innovative, conformist and deviant. A comparative case study approach is used in order to illustrate the framework, using document analysis and 43 interviews in three organizations in The Netherlands. Findings ‐ This paper shows how balancing competitive and institutional pressures in organizations affects HRM. The cases illustrate the proposed theoretical framework, showing leeway, human agency, strategic choice and the nature of institutional fit. The organizations each illustrate a type of institutional fit. Moreover, not the institutional context itself, but the organization's response seems to make a difference for the nature of institutional fit. Originality/value ‐ While previous studies focus on the effects of HRM on organizational effectiveness, this paper examines how the balance between competitive and institutional pressures affects HRM and aims to show that institutional fit can contribute to strategic HRM by providing insight in this more balanced goal setting of organizations.

Keywords: Human resource management; Human resource strategies; Organizational theory

Document Type: Research Article

DOI: http://dx.doi.org/10.1108/00483480910978018

Publication date: July 31, 2009

Related content

Share Content

Access Key

Free Content
Free content
New Content
New content
Open Access Content
Open access content
Subscribed Content
Subscribed content
Free Trial Content
Free trial content
Cookie Policy
X
Cookie Policy
ingentaconnect website makes use of cookies so as to keep track of data that you have filled in. I am Happy with this Find out more