Helene Sætersdal
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4 publications
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How can we improve the effectiveness of HRM strategy? A model for future research
Daniel J. Adriaenssen , Jon-Arild Johannessen , Helene Sætersdal doi: http://dx.doi.org/10.21511/ppm.14(2-1).2016.06Problems and Perspectives in Management Volume 14, 2016 Issue #2 (cont. 1) pp. 175-182
Views: 1864 Downloads: 901 TO CITEIt is unclear what is meant by human resources (HR) practices at various levels: individual (micro); organizational (meso); and general (macro). An important objective of this article is to develop a model for future research into strategic HR management. Problem for discussion is how can organizations maintain their competitive position with the help of strategic HR management? Research questions: 1. How can strategic HR management be understood at different levels? 2. What knowledge base do the authors have for strategic HR management? Method of research – conceptual generalization. Findings: 1. The authors have developed a typology for the different levels (micro, meso and macro) and the various perspectives: behavioral; resource-based; knowledge-based and dynamic capabilities. 2. The authors have developed a research model for future research into strategic HR management, which takes account of the particular level and the knowledge perspective that has been applied. At the same time, the model illustrates examples of HR practices at different levels, HR management results, and organizational performance
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Strategic HRM: What will work be like in the future, and what impact will changes have on HR departments? Theoretical discussion and practical implications
Daniel J. Adriaenssen , Jon-Arild Johannessen , Helene Sætersdal doi: http://dx.doi.org/10.21511/ppm.14(1).2016.11Problems and Perspectives in Management Volume 14, 2016 Issue #1 pp. 94-104
Views: 2063 Downloads: 290 TO CITEThe issue the authors are investigating is how work will evolve in the future. The question discussed here is as follows: What will work be like in the future, and what impact will changes have on HR departments?
To answer this question, the authors have established the following research questions: 1. What will be the context for work in the future, and how will HR departments be affected? 2. How can organizations develop ideas and innovate, and how will HR departments be affected in the future?
Method: Conceptual generalization. Findings: In the future, work will be largely compartmentalized and performed using specialist skills. Those organizations that survive will be extremely adaptable. Many organizations will be managed in accordance with a logic whereby their component parts are distributed across the global economy according to the following principles: extreme focus on costs, quality and expertise, and a high level of focus on innovation -
Managing knowledge resources
Hanne Stokvik , Daniel J. Adriaenssen , Jon-Arild Johannessen , Helene Sætersdal doi: http://dx.doi.org/10.21511/ppm.14(1).2016.12Problems and Perspectives in Management Volume 14, 2016 Issue #1 pp. 105-116
Views: 2154 Downloads: 196 TO CITEThis article discusses the development of the type of knowledge held to be crucial for creativity and innovation, and which is referred to here as hidden knowledge.
The research question investigated is: How can organizations develop hidden knowledge?
The first purpose of the article is to bring forth a type of knowledge which can give some foundation for knowledge management and innovation. The second objective is to give some foundation for the HR-department, in order to bring knowledge management theory to practical use. The authors develop five propositions concerning a mini theory for the development of hidden knowledge. A descriptive framework of “knowledging” is also developed at the individual, team and organizational levels, for tacit, implicit, explicit and hidden knowledge, which can be used of the HR-department to increase innovation in the organization -
Systemic value creation in knowledge organizations: aspects of a theory
Daniel Adriaenssen , Dagny Johannessen , Helene Sætersdal , Jon-Arild Johannessen doi: http://dx.doi.org/10.21511/ppm.15(1).2017.04Problems and Perspectives in Management Volume 15, 2017 Issue #1 pp. 45-54
Views: 2433 Downloads: 883 TO CITE АНОТАЦІЯThe phenomenon under investigation is the transition from an industrial society to a society that is based to a larger extent on knowledge resources. The question the authors are investigating is: What are the key value creation processes in a knowledge-based organization? The objective of the article is to understand and explain the social mechanisms that influence the development of knowledge-based organizations. The method used is conceptual generalization. The findings are linked to a new emphasis on information structure (infostructure), and a new way of organizing (front line focus), the modulization of work processes, and global competence clusters.
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