Organizations, especially, multinationals, inevitably confront contradictory challenges. One crucial challenge is the value of strategic consistency versus the value of rapid change related to unexpected problems, opportunities and fast moving trends. Accentuating the previously planned strategy can reduce temporal responsiveness; accentuating the immediate problems/opportunities can harm overall consistency. Strategic agility offers a potential path to resolve this paradoxical situation. In this article we advance a vision in which firms nourish improvisational capabilities in order to enhance strategic agility. We develop six HRM domains of action that can enhance effective improvisation and can inform the practice of a paradox-informed HRM. We discuss their implications for HRM-based strategic agility, paradoxical HR, and improvisation.
Authors: Miguel Pina e Cunha, Emanuel Gomes, Kamel Mellahi, Anne S. Miner, Arménio Rego
You can find the research article here.
In periods of economic distress, politicians who find scapegoats for the current situation are usually acclaimed by citizens that once might have felt discouraged to vote. However, the rhetoric used works as an attempt to divide the population into native members and non-native members and minorities (cultural populism); honest members of the working class and big business owners (socio-economic populism), and victims of corruption and politicians (anti-establishment populism).
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During Covid-19, Ana wanted to help in any way. She found the project #compraaospequenos created by the Menos Hub, where she has been working during the last few months. "It was my way to fight the pandemic: to help small Portuguese businesses feel a little bit bigger."
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Nova SBE's Professor Pedro Neves co-authored with Daniela Pires from BNP Paribas, and Sandra Costa from University of Liverpool Management School, a research published on British Journal of Management.
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