Abstract
PurposeStudies of inter-organisational relationships have mainly investigated collaborations in the technical domain. There is considerably less research conducted in the field of inter-organisational collaborations in the domain of human resource management (HRM). At the same time, it is acknowledged that inter-organisational collaboration in this domain is relevant for organisations. By focusing on inter-organisational HR collaborations, this study provides insights into how these collaborations are governed, as well as how the mode of governance is explained.Design/methodology/approachThe paper relies on a quantitative study among 161 Dutch companies that collaborate with each other on HR-related issues. A measure of governance of inter-organisational HR collaboration is developed and applied.FindingsOrganisations tend to apply a mixture of governance mechanisms to govern their inter-organisational HR collaborations. Hence, they apply a collaborative community type of governance to these HR collaborations. The analyses show that the level of knowledge intensity, in particular the extent to which the organisation applies organisational learning practices, explains the use of collaborative community.Originality/valueFirst, this study focuses on an under-researched field: inter-organisational HR collaborations. Secondly, the study extends existing insights into the governance of inter-organisational relationships by analysing a novel data set.
Highlights
Inter-organisational relationships are studied extensively (Powell et al, 1996; Ahuja, 2000; Hardy et al, 2003; Cropper et al, 2008; Lumineau and Oliviera, 2018)
Conclusion The results show that inter-organisational HR collaborations are governed with a mixture of governance mechanisms called collaborative communities
The results are in line with studies of inter-organisational relations showing stronger support for the idea that the governance mechanisms are complements (e.g. Cao and Lumineau, 2015) as well as those stating that collaborative communities thrive in a knowledge-intensive environment (Alder, 2001; Koster, 2018)
Summary
Inter-organisational relationships are studied extensively (Powell et al, 1996; Ahuja, 2000; Hardy et al, 2003; Cropper et al, 2008; Lumineau and Oliviera, 2018). Explaining the governance of inter-organisational HR collaborations Whereas there is discussion about the question whether governance structures are based on one of the three modes (price, authority or trust) or that combinations are possible, there is reason to assume that a collaborative community type of governance (combining the three modes) is more likely to be applied if organisations engage in external ties to solve HR-related issues.
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