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dc.contributor.authorTansley, Carole
dc.contributor.authorHuang, J.
dc.contributor.authorFoster, Carley
dc.date.accessioned2016-11-09T12:52:21Z
dc.date.accessioned2016-11-22T16:38:01Z
dc.date.available2016-11-22T16:38:01Z
dc.date.issued2013en
dc.identifier.citationTANSLEY, C., HUANG, J. and FOSTER, C., 2013. Identity ambiguity and the promises and practices of hybrid e-HRM project teams. Journal of Strategic Information Systems. 22 (3). pp. 208-224.en
dc.identifier.issn0963-8687en
dc.identifier.doi10.1016/j.jsis.2013.01.002en
dc.identifier.urihttp://hdl.handle.net/10545/620723
dc.identifier.urihttp://hdl.handle.net/10545/620965
dc.description.abstractThe role of IS project team identity work in the enactment of day-to-day relationships with their internal clients is under-researched. We address this gap by examining the identity work undertaken by an electronic human resource management (e-HRM) 'hybrid' project team engaged in an enterprise-wide IS implementation for their multi-national organisation. Utilising social identity theory, we identify three distinctive, interrelated dimensions of project team identity work (project team management, team 'value propositions' (promises) and the team's 'knowledge practice'). We reveal how dissonance between two perspectives of e-HRM project identity work (clients' expected norms of project team's service and project team's expected norms of themselves) results in identity ambiguity. Our research contributions are to identity studies in the IS project management, HR and hybrid literatures and to managerial practice by challenging the assumption that hybrid experts are the panacea for problems associated with IS projects.
dc.publisherElsevieren
dc.relation.urlhttp://irep.ntu.ac.uk/2833/en
dc.relation.urlhttp://dx.doi.org/10.1016/j.jsis.2013.01.002en
dc.titleIdentity ambiguity and the promises and practices of hybrid e-HRM project teamsen
dc.typeArticleen
dc.contributor.departmentNottingham Trent Universityen
dc.identifier.journalJournal of Strategic Information Systemsen
dc.identifier.volume22en
dc.identifier.issue3en
dc.identifier.pages208-224en
html.description.abstractThe role of IS project team identity work in the enactment of day-to-day relationships with their internal clients is under-researched. We address this gap by examining the identity work undertaken by an electronic human resource management (e-HRM) 'hybrid' project team engaged in an enterprise-wide IS implementation for their multi-national organisation. Utilising social identity theory, we identify three distinctive, interrelated dimensions of project team identity work (project team management, team 'value propositions' (promises) and the team's 'knowledge practice'). We reveal how dissonance between two perspectives of e-HRM project identity work (clients' expected norms of project team's service and project team's expected norms of themselves) results in identity ambiguity. Our research contributions are to identity studies in the IS project management, HR and hybrid literatures and to managerial practice by challenging the assumption that hybrid experts are the panacea for problems associated with IS projects.


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