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A social network perspective on relationship management in the human resource outsourcing network: examining the moderating impact of HR task interdependence

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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A social network perspective on relationship management in the human resource outsourcing network: examining the moderating impact of HR task interdependence. / Yan, Ming; Francesco, Anne Marie; Zhang, Haina et al.
In: Human Resource Management, Vol. 52, No. 4, 07.2013, p. 585-606.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Yan, M, Francesco, AM, Zhang, H & Chen, Y 2013, 'A social network perspective on relationship management in the human resource outsourcing network: examining the moderating impact of HR task interdependence', Human Resource Management, vol. 52, no. 4, pp. 585-606. https://doi.org/10.1002/hrm.21543

APA

Yan, M., Francesco, A. M., Zhang, H., & Chen, Y. (2013). A social network perspective on relationship management in the human resource outsourcing network: examining the moderating impact of HR task interdependence. Human Resource Management, 52(4), 585-606. https://doi.org/10.1002/hrm.21543

Vancouver

Yan M, Francesco AM, Zhang H, Chen Y. A social network perspective on relationship management in the human resource outsourcing network: examining the moderating impact of HR task interdependence. Human Resource Management. 2013 Jul;52(4):585-606. doi: 10.1002/hrm.21543

Author

Yan, Ming ; Francesco, Anne Marie ; Zhang, Haina et al. / A social network perspective on relationship management in the human resource outsourcing network : examining the moderating impact of HR task interdependence. In: Human Resource Management. 2013 ; Vol. 52, No. 4. pp. 585-606.

Bibtex

@article{29cc8cd8be0a45c6808ef959e2ac73a0,
title = "A social network perspective on relationship management in the human resource outsourcing network: examining the moderating impact of HR task interdependence",
abstract = "Recognizing that managing the outsourcing relationship is critical to the success of a human resource outsourcing (HRO) strategy, we draw on two theoretical perspectives in social network research, integrating open- and closed-triad network structures, to develop a balanced HRO network framework through the moderating impact of HR interdependence. We use this framework to identify the relationships among the HR department that outsources certain HR functions, the groups of internal employees served by the HRO programs, and HR service vendors providing these outsourced HR services. We also consider strategies on how to manage HRO relationship structure to achieve competitive advantage in HR practice. The present study is an attempt to advance the HRO literature from a focus on a “make or buy” decision to a broader model of HRO relationship management.",
keywords = "human resource outsourcing network management, structural holes , Simmelian ties , HR task interdependence, HR effectiveness",
author = "Ming Yan and Francesco, {Anne Marie} and Haina Zhang and Yang Chen",
year = "2013",
month = jul,
doi = "10.1002/hrm.21543",
language = "English",
volume = "52",
pages = "585--606",
journal = "Human Resource Management",
issn = "1099-050X",
publisher = "Wiley-Liss Inc.",
number = "4",

}

RIS

TY - JOUR

T1 - A social network perspective on relationship management in the human resource outsourcing network

T2 - examining the moderating impact of HR task interdependence

AU - Yan, Ming

AU - Francesco, Anne Marie

AU - Zhang, Haina

AU - Chen, Yang

PY - 2013/7

Y1 - 2013/7

N2 - Recognizing that managing the outsourcing relationship is critical to the success of a human resource outsourcing (HRO) strategy, we draw on two theoretical perspectives in social network research, integrating open- and closed-triad network structures, to develop a balanced HRO network framework through the moderating impact of HR interdependence. We use this framework to identify the relationships among the HR department that outsources certain HR functions, the groups of internal employees served by the HRO programs, and HR service vendors providing these outsourced HR services. We also consider strategies on how to manage HRO relationship structure to achieve competitive advantage in HR practice. The present study is an attempt to advance the HRO literature from a focus on a “make or buy” decision to a broader model of HRO relationship management.

AB - Recognizing that managing the outsourcing relationship is critical to the success of a human resource outsourcing (HRO) strategy, we draw on two theoretical perspectives in social network research, integrating open- and closed-triad network structures, to develop a balanced HRO network framework through the moderating impact of HR interdependence. We use this framework to identify the relationships among the HR department that outsources certain HR functions, the groups of internal employees served by the HRO programs, and HR service vendors providing these outsourced HR services. We also consider strategies on how to manage HRO relationship structure to achieve competitive advantage in HR practice. The present study is an attempt to advance the HRO literature from a focus on a “make or buy” decision to a broader model of HRO relationship management.

KW - human resource outsourcing network management

KW - structural holes

KW - Simmelian ties

KW - HR task interdependence

KW - HR effectiveness

U2 - 10.1002/hrm.21543

DO - 10.1002/hrm.21543

M3 - Journal article

VL - 52

SP - 585

EP - 606

JO - Human Resource Management

JF - Human Resource Management

SN - 1099-050X

IS - 4

ER -