The current paper considers the special case of the uptake of, and support for, HRM initiatives in scientific research organisations. Semi-structured interviews were conducted with 17 CSIRO (Commonwealth Scientific and Industrial Research Organisation) HRM professionals
to review the level of HRM integration and acceptance. Results indicated that as a group,scientists pose quite a challenge to HRM professionals. Furthermore, examples of HR
representation as a senior strategic partner were limited and the devolution to the line of HR responsibilities has met with some resistance. Overall divergent priorities and different career backgrounds posed significant hurdles for HR professionals
