INFOGRAPHIC HRM

CROSS‐BOUNDARY WORKING:
IMPLICATIONS FOR HRM
THEORY, METHODS, AND
PRACTICE
 In this papper argue that we cannot assume a transition
from one type of work to another because of cross-border
forms of coexisting work. We also need to understand these
simultaneous tensions at the organizational / network, HRM
system, and individual levels. Therefore, this paper presents
a more sophisticated approach to HRM that includes three
types of work across borders, namely intra-organizational,
inter-organizational, and trans-organizational. Then also
presents the implications for the theory, methods and
training of the HRM system.

Intra- organizational; In this

context, cross-boundary work
exists where individuals can be
relied on with clients and
contractors within the
boundaries of the organization.

Inter- organizational; in this case, many

organizations come together to form, for
example, an integrated project team (IPT), to
achieve a network-level targets. Usually,
professionals and other workers are seconded,
but still members, their own organizations
and bring together complementary knowledge
and skills to focus on the project.

Trans- organization; Here, individuals and

organizations come together in a network context to
produce products and services. There is no dominant
employer in this context; However, there may be a
coordinating organization that acts as a focus for a
market-based employment model

IMPLICATIONS
TEORY - This paper argues that previous theoretical HRM models
are no longer effective, so we need to reconsider the starting
points and theoretical tools needed to understand contemporary
work.
METHOD - the purpose of this is to redefine why, who, and what
HRM has clear implications for the method.
PRACTICE - In this context, cross-boundary work exists where
individuals can be relied on with clients and contractors
within the boundaries of the organization.

In conclusion, this papper identified three categories of cross‐

boundary working: intra-organisational, inter-organisational, and trans-
organisational. In each of these types, we considered the following:
(a) the nature of the organisational/network boundaries, (b) the HRM
system, and (c) the impact on individual attitudes. This also has clear
implications for HRM theory, methods and practice.