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PublikationWorking paper

Ratio Working Paper No. 242: Uncovering Recruitment as a Strategic Lever for Various Forms of Organizational Capital

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Sammanfattning

Whereas the structuring and growth of the firm have long been central to conceptual development in strategy research, the literature has largely ignored how a fundamental practice such as recruitment can be of strategic importance for the sustenance of the firm’s growth. The present study introduces recruitment as a strategic practice and elaborates on how this practice is crucial in creating and editing social and economic capital of the firm and how this interplays with its growth. It suggests three entrenchments – vertical, horizontal, and lateral – for striking a balance between the firm’s explorative (diversification) and exploitative (specialization) activities for creating and modifying its competence base through strategic recruitment.

Demir, R., Löwstedt, J. & Tienari, J. (2014). Uncovering Recruitment as a Strategic Lever for Various Forms of Organizational Capital. Ratio Working Paper No. 242.

Detaljer

Författare
Demir, R., Löwstedt, J. & Tienari, J.
Publiceringsår
2014
Publicerat i

Ratio Working Paper

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  • Docent

    Robert Demir

    robert.demir@ratio.se

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Frontline Strategy Work has recently evolved into an important phenomenon in Strategy-as-Practice (SAP) research, particularly concerning frontline employees (FLEs). FLEs are non-managerial staff with distinct roles, identities, and organisational tasks. They are typically divided into two categories: frontline workers, who handle operational, supplier, and customer-facing roles, and frontline leaders, who oversee teams and report to middle management. Despite lacking managerial privileges, FLEs play a critical role in bridging the organisation and its customers, influencing customer satisfaction and organisational outcomes. Frontline Strategy Work is crucial to understanding how strategy emerges in organisations. SAP scholars have expanded the traditional view of strategising beyond upper management. The focus on Frontline Strategy Work has brought FLEs into strategic analysis, enabling scholars to apply various theoretical lenses.

Bokkapitel

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Demir, R., Grossmann-Hensel, B., Jarzabkowski, P., Kratochvil, R., Seidl, D., ...

Publiceringsår

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Publicerat i

Edward Elgar Publishing.

Sammanfattning

Frontline Strategy Work has recently evolved into an important phenomenon in Strategy-as-Practice (SAP) research, particularly concerning frontline employees (FLEs). FLEs are non-managerial staff with distinct roles, identities, and organisational tasks. They are typically divided into two categories: frontline workers, who handle operational, supplier, and customer-facing roles, and frontline leaders, who oversee teams and report to middle management. Despite lacking managerial privileges, FLEs play a critical role in bridging the organisation and its customers, influencing customer satisfaction and organisational outcomes. Frontline Strategy Work is crucial to understanding how strategy emerges in organisations. SAP scholars have expanded the traditional view of strategising beyond upper management. The focus on Frontline Strategy Work has brought FLEs into strategic analysis, enabling scholars to apply various theoretical lenses.

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Publicerat i

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Sammanfattning

Resourcing is a dynamic, context-dependent process where individuals actively transform potential assets or objects (e.g., PowerPoint, technology) into valuable resources through purposeful actions and interactions. Rather than viewing resources as static entities with fixed properties, resourcing emphasises their mutability and use in practice. In her seminal work, Feldman defined resourcing as “the creation in practice of assets such as people, time, money, knowledge, or skill; and qualities of relationships such as trust, authority, or complementarity such that they enable actors to enact schemas”. This suggests that resourcing is the process through which actors mobilise and transform potential assets into actionable resources within specific organisational contexts. Unlike static views of resources, this perspective views resources as relational and emergent.

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