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Implications of frames of reference for strategic human resource management research: Opportunities and challenges

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  • Kaifeng Jiang
  • Wei Shi
  • Xin Wen

Abstract

Budd, Pohler, and Huang's (Industrial Relations: A Journal of Economy and Society 2022) proposed a theory of (mis)matched frames of reference to explain how managers’ and employees’ frames of reference regarding employment relationships may influence the use of human resource (HR) practices and help to explain the HR outcomes and conflicts observed in practice. We concur with Budd et al. that frames of reference provide a valuable and unique approach to studying employment relations and HR systems but have not received much attention. Therefore, we aim to extend their theory of (mis)matched frames of reference to strategic human resource management (HRM) research. We begin this commentary with a summary of their theoretical framework. We then introduce the background of strategic HRM and propose opportunities of applying frames of reference to advance strategic HRM research. Moreover, we discuss challenges of and considerations for using their framework in strategic HRM research.

Suggested Citation

  • Kaifeng Jiang & Wei Shi & Xin Wen, 2022. "Implications of frames of reference for strategic human resource management research: Opportunities and challenges," Industrial Relations: A Journal of Economy and Society, Wiley Blackwell, vol. 61(3), pages 303-313, July.
    • Handle: RePEc:bla:indres:v:61:y:2022:i:3:p:303-313
    DOI: 10.1111/irel.12304
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    References listed on IDEAS

    as
    1. John W. Budd & Dionne Pohler & Wei Huang, 2022. "Making sense of (mis)matched frames of reference: A dynamic cognitive theory of (in)stability in HR practices," Industrial Relations: A Journal of Economy and Society, Wiley Blackwell, vol. 61(3), pages 268-289, July.
    2. Clint Chadwick & Janice F. Super & Kiwook Kwon, 2015. "Resource orchestration in practice: CEO emphasis on SHRM, commitment-based HR systems, and firm performance," Strategic Management Journal, Wiley Blackwell, vol. 36(3), pages 360-376, March.
    3. John J Lawler & Shyh-jer Chen & Pei-Chuan Wu & Johngseok Bae & Bing Bai, 2011. "High-performance work systems in foreign subsidiaries of American multinationals: An institutional model," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 42(2), pages 202-220, February.
    4. Mingwei Liu & Chunyun Li, 2014. "Environment Pressures, Managerial Industrial Relations Ideologies and Unionization in Chinese Enterprises," British Journal of Industrial Relations, London School of Economics, vol. 52(1), pages 82-111, March.
    5. Joseph S. Harrison & Gary R. Thurgood & Steven Boivie & Michael D. Pfarrer, 2019. "Measuring CEO personality: Developing, validating, and testing a linguistic tool," Strategic Management Journal, Wiley Blackwell, vol. 40(8), pages 1316-1330, August.
    6. Wenchuan Liu & James P. Guthrie & Patrick C. Flood & Sarah Maccurtain, 2009. "Unions and the Adoption of High Performance Work Systems: Does Employment Security Play a Role?," ILR Review, Cornell University, ILR School, vol. 63(1), pages 109-127, October.
    7. Jeffrey B. Arthur, 1992. "The Link between Business Strategy and Industrial Relations Systems in American Steel Minimills," ILR Review, Cornell University, ILR School, vol. 45(3), pages 488-506, April.
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    Cited by:

    1. Paulo Marzionna, 2023. "Is this workplace bullying? How ideas about conflict shape conflict management strategies," British Journal of Industrial Relations, London School of Economics, vol. 61(2), pages 366-391, June.

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