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

Journal article

Tansley, Carole, Huang, J. and Foster, Carley 2013. Identity ambiguity and the promises and practices of hybrid e-HRM project teams. Journal of Strategic Information Systems. 22 (3). https://doi.org/10.1016/j.jsis.2013.01.002
AuthorsTansley, Carole, Huang, J. and Foster, Carley
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.

Year2013
JournalJournal of Strategic Information Systems
Journal citation22 (3)
PublisherElsevier
ISSN0963-8687
Digital Object Identifier (DOI)https://doi.org/10.1016/j.jsis.2013.01.002
Web address (URL)http://hdl.handle.net/10545/620723
http://hdl.handle.net/10545/620965
hdl:10545/620965
Publication dates2013
Publication process dates
Deposited09 Nov 2016, 12:52
Deposited22 Nov 2016, 16:38
ContributorsNottingham Trent University
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