The mental models of HR professionals as strategic partners

In this paper, we elicited and examined mental models of human resource professionals, regarding the interrelationships of important elements in shaping competitive strategy, for consensus or systematic variation, testing for HR's distinctive contribution at the strategy table. In order to exam...

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Bibliographic Details
Published inJournal of management & organization Vol. 17; no. 1; pp. 56 - 76
Main Authors Labedz, Chester S, Lee, Jegoo
Format Journal Article
LanguageEnglish
Published Lyndfield Australian and New Zealand Academy of Management (ANZAM) 01.01.2011
Subjects
Cognition & reasoning
Corporate culture
Human resource management
Human resources
Professionals
Strategic management
Studies
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Summary:In this paper, we elicited and examined mental models of human resource professionals, regarding the interrelationships of important elements in shaping competitive strategy, for consensus or systematic variation, testing for HR's distinctive contribution at the strategy table. In order to examine their mental models, we collected empirical data from a stratified non-probability respondent sample of HR professionals in three stages: semi-structured informant interviews; free list and rank ordering tasks; and drawing exercises. Performing consensus analysis of respondents' mental models, we found that: First, as a group, HR professionals lack a robust, integrated HR strategic perspective; second, consensus views of labor relations practitioners and business unit generalists emerge as most distinctive and most people-focused. As one of few scholarly empirical examinations of HR practitioners' mental models on their view as strategic partners, this study challenges the normative calls among scholars and professional organizations for HR's participation in strategy formulation.
ISSN:1833-3672
1839-3527
DOI:10.1017/S1833367200001711