Identity ambiguity and the promises and practices of hybrid e-HRM project teams

Tansley, C ORCID: https://orcid.org/0000-0001-6893-3243, Huang, J and Foster, C ORCID: https://orcid.org/0000-0003-2462-5155, 2013. Identity ambiguity and the promises and practices of hybrid e-HRM project teams. Journal of Strategic Information Systems, 22 (3), pp. 208-224. ISSN 0963-8687

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Abstract

The 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.

Item Type:	Journal article
Publication Title:	Journal of Strategic Information Systems
Creators:	Tansley, C., Huang, J. and Foster, C.
Publisher:	Elsevier
Date:	2013
Volume:	22
Number:	3
ISSN:	0963-8687
Identifiers:	Number Type 10.1016/j.jsis.2013.01.002 DOI 406554 Other
Divisions:	Schools > Nottingham Business School
Record created by:	EPrints Services
Date Added:	09 Oct 2015 09:47
Last Modified:	10 Aug 2021 11:22
URI:	https://irep.ntu.ac.uk/id/eprint/2833

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