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The mental models of HR professionals as strategic partners

Published online by Cambridge University Press:  02 February 2015

Chester S Labedz  and
Jegoo Lee
Chester S Labedz
Affiliation:
Central Connecticut State University, New Britain, CT, USA
Jegoo Lee
Affiliation:
College of Business, University of South Florida, Tampa, FL, USA
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Abstract

In this paper, we elicited and examined mental models of human resource professionals, regarding the interrelationships of important elements in shaping competitive strategy, for consensus or systematic variation, testing for HR's distinctive contribution at the strategy table. In order to examine their mental models, we collected empirical data from a stratified non-probability respondent sample of HR professionals in three stages: semi-structured informant interviews; free list and rank ordering tasks; and drawing exercises. Performing consensus analysis of respondents' mental models, we found that: First, as a group, HR professionals lack a robust, integrated HR strategic perspective; second, consensus views of labor relations practitioners and business unit generalists emerge as most distinctive and most people-focused. As one of few scholarly empirical examinations of HR practitioners' mental models on their view as strategic partners, this study challenges the normative calls among scholars and professional organizations for HR's participation in strategy formulation.

Keywords

human resource practitionersstrategic managementoccupational culturemanagerial cognitionmental modelscause mappingconsensus analysis
Type
Research Article
Information
Journal of Management & Organization , Volume 17 , Issue 1 , January 2011 , pp. 56 - 76
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2011

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