Linking business agility with people management practices

doi:10.5771/0042-059x-2022-4-430

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Linking business agility with people management practices

Published Jan 1, 2022 · Leon Mollet, Stephanie Kaudela-Baum

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Abstract

Organisations pursuing - agility often struggle with strategic alignment issues. In this paper, we link business agility, as a competitive strategy, and strategic Human Resources Management (HRM), and investigate how HRM can facilitate business agility by creating a suitably organised workforce. By means of an explorative case study of agile small and medium-sized enterprises (SMEs) in New Zealand and Switzerland, we describe hypotheses about a new HRM archetype. In these knowledge-intensive organisations from the service sector, HRM grows into a distributed and collaborative people management practice across the whole organisation. Characterised by self-organisation, it emphasises individual and collective learning, encourages continuous sensemaking and connecting to a common purpose.

Study Snapshot

Strategic HRM in agile SMEs can facilitate business agility by creating a suitably organized workforce through self-organisation, individual and collective learning, and connecting to a common purpose.

PopulationOlder adults (50-71 years)

Sample size24

MethodsObservational

OutcomesBody Mass Index projections

ResultsSocial networks mitigate obesity in older groups.

Linking business agility with people management practices

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