Towards practice-based studies of HRM: an actor-network and communities of practice informed approach

HRM may have become co-terminus with the new managerialism in the rhetorical orthodoxies of the HRM textbooks and other platforms for its professional claims. However, we have detailed case-study data showing that HR practices can be much more complicated, nuanced and indeed resistive toward management within organizational settings. Our study is based on ethnographic research, informed by actor-network theory and community of practice theory conducted by one of the authors over an 18-month period. Using actor-network theory in a descriptive and critical way, we analyse practices of managerial resistance, enrolment and counter-enrolment through which an unofficial network of managers used a formal HRM practice to successfully counteract the official strategy of the firm, which was to close parts of a production site. As a consequence, this network of middle managers effectively changed top management strategy and did so through official HRM practices, coupled with other actor-network building processes, arguably for the ultimate benefit of the organization, though against the initial views of the top management. The research reported here, may be characterized as a situated study of HRM-in-practice and we draw conclusions which problematize the concept of HRM in contemporary management literature

Relations between Financing and Output in the Not-for-Profit Hospital

Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/68639/2/10.1177_107755878804500204.pd

Mobile Collaboration for Language Learning and Cultural Learning

Locations outside the classroom represent social spaces or “settings” that offer a variety of affordances for language learning, but these opportunities will not be fully realized unless we make efforts to propose and try out new designs for learning in these settings. It is especially important to consider how learners might assemble, configure or help create learning designs that involve mobile technologies, tasks and resources corresponding to their needs, in readiness for chance encounters and for more sustained learning. Two key questions are pertinent to the issues outlined above when considering the nexus of collaboration, cultural experiences, and the interface between formal and informal learning: (1) What are the key findings from research studies and reported experiences of collaboration in mobile language learning, with particular reference to informal settings and cultural learning? (2) What do these findings mean for teacher roles, and how can learners be supported and developed to engage more effectively in collaborative and cultural mobile language learning? These two broad questions set the scene for this chapter and guide its structure. In the first part, we focus on existing studies to examine what has been tried and to establish the key findings. The existing studies include some in which we have been involved, often as lead researchers. After that, we consider teachers’ and learners’ changing roles and the foregrounding or development of competencies and skills that are important for more informal, and perhaps increasingly collaborative, mobile language learning. In the conclusion we propose a list of five areas of focus for teachers and learners to become aware that language learning with mobiles can operate across a highly‐flexible continuum from informal to formal learning and intercultural exchange