Helene Sætersdal

It 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

The 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

This 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

The 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.