In this innovative approach to the practice of social science, Charles Ragin explores the use of fuzzy sets to bridge the divide between quantitative and qualitative methods. Paradoxically, the fuzzy set is a powerful tool because it replaces an unwieldy, "fuzzy" instrument—the variable, which establishes only the positions of cases relative to each other, with a precise one—degree of membership in a well-defined set. Ragin argues that fuzzy sets allow a far richer dialogue between ideas and evidence in social research than previously possible. They let quantitative researchers abandon "homogenizing assumptions" about cases and causes, they extend diversity-oriented research strategies, and they provide a powerful connection between theory and data analysis. Most important, fuzzy sets can be carefully tailored to fit evolving theoretical concepts, sharpening quantitative tools with in-depth knowledge gained through qualitative, case-oriented inquiry. This book will revolutionize research methods not only in sociology, political science, and anthropology but in any field of inquiry dealing with complex patterns of causation.

Fuzzy-Set Social Science

This study investigates the role of intellectual capital (i.e., human, social and organization capital) enhancing HR practices in the development of a firm's potential and realized absorptive capacity, as well as the impact of absorptive capacity on the firm's innovative performance. Results show that while human capital enhancing HR (acquisition and developmental HR) is positively related to potential absorptive capacity, social capital enhancing HR impacts on potential absorptive capacity through egalitarian practices and realized absorptive capacity through collaborative practices. Organization capital enhancing HR practices also play a role in both dimensions of absorptive capacity. Finally, our findings confirm that innovative performance is driven only by realized absorptive capacity.

Intellectual capital-enhancing HR, Absorptive Capacity and Innovation

In this paper, we take stock of what The International Journal of Human Resource Management (IJHRM) has achieved in the past 30 years since its inception in 1990. By analyzing the publication trend...

IJHRM after 30 years: taking stock in times of COVID-19 and looking towards the future of HR research

Given the widespread contribution of independent contractors to organizational innovation and competitive advantage, it is timely to reassess assumptions about the HRM practices appropriate to their management and the rationale for organizations to work with them. In the original and highly influential HR architecture model of Lepak and Snell (1999), contractor status is viewed as an outcome of the low value and/or low uniqueness of human capital resulting in the proposition to externalize and manage them using either none or minimal compliance-based HRM practices. Developments in digital technologies and algorithmic management epitomized by online labor platforms prompt us to reconsider these assumptions and to challenge the proposed links between value/uniqueness of human capital, employment mode and HRM practices that are assumed by the HR architecture model. Using insights from online labor platforms, we argue that the significant benefits to firms of working with contractors, coupled with the possibilities offered by algorithmic management to efficiently monitor and regulate their behavior, provide a compelling reason for organizations to choose external employment modes even when workers are key to value creation. We challenge the alignment and stability of the relationships proposed by the HR architecture model, and offer propositions to extend the model by reconsidering the rationale for, and nature of, HRM practices associated with contractors. This reassessment is both timely and relevant given the growing prominence of business models where externalizing workers is central alongside the development of new forms of algorithmic human resource management to control them.

https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/hrm.22120

Dynamism and realignment in the HR architecture: Online labor platform ecosystems and the key role of contractors

https://onlinelibrary.wiley.com/doi/pdf/10.1111/1748-8583.12388

When less is more: HRM implementation, legitimacy and decoupling

The human resource (HR) architecture model has been influential in the field of strategic human resource management since its inception. This study offers a comprehensive review on this model’s con...

The human resource architecture model: A twenty-year review and future research directions

Employees’ unethical pro-supervisor behavior (UPSB) is common in organizations. Existing research primarily argued that organizational identification increases this behavior, emphasizing that UPSB benefits organizations indirectly. However, it ignores that UPSB can sometimes serve the interests of the supervisor at the expense of the interests of the organization. Drawing on social identity theory and social cognitive theory, this study aims to emphasize this point by proposing that organizational identification can inhibit employees’ UPSB via the mediation of felt obligation. We also propose that perceived organizational cronyism would weaken the negative effect. Data were collected through a self-reported online questionnaire based on a three-wave research design and analyzed through hierarchical regression analyses. With a sample of 578 Chinese employees, we found support for our propositions. Implications and limitations are discussed.

/pdf/re-examine-the-influence-of-organizational-identification-on-1rivc4rh.pdf

Re-examine the influence of organizational identification on unethical pro-supervisor behavior

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The human resource architecture model: A twenty-year review and future research directions

Re-examine the influence of organizational identification on unethical pro-supervisor behavior