Citation:
Koulikoff-Souviron, Marie; Harrison, Alan; The pervasive human resource picture in interdependent supply relationships. International Journal of Operations & Production Management, 2007, Vol. 27 Issue 1, p8-27.
Abstract:
This paper aims to explore the influence of human resource (HR) practices in
shaping inter-organisational supply relationships, and to describe the extent to
which supply partners seek to adapt their internal HR practices to the external
relationship. Design/methodology/approach - Inter-organisational relationships
are known to be multi-dimensional in nature. Using seven dimensions to collect
empirical evidence, the focus was on a dyadic supply relationship as the unit of
analysis. A total of 48 interviews was undertaken from informants in both
organisations. Findings - It is shown that the supply relationship tends to be
taken for granted at operational levels, and not subject to the relatively high
levels of strategic alignment to be found at senior levels in both
organizations. Operational aspects of the relationship are tested primarily in
failure mode when poorly prepared to respond, for example, as a result of
facility breakdowns and quality problems. Inter-organisational HR practices were
relatively weakly prioritised and - despite their acknowledged importance at
operator level - were not clearly identified and supported in the way that
intra-organisational practices were. Originality/value - An in-depth,
operations-based study of HR practices has been undertaken in a reciprocally
interdependent supply relationship from the perspectives of both partners.