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Human Resource Management (HRM). PhD studies since 2007, focus on the transformation of HR functions.
Transformation of the HR function from an administrative to a strategic business unit (e.g. impact of self service system and the implementation of HR practices and shared service, i.e. HRM control philosophy & HR professional skills, social learning processes and leadership.
Courses finished (total 82,5/90 hp) in areas of: Information systems & organizational change, informatics & media, rhetorics, scientific philosophy & qualitative methods, social philosophy and sociology (organization analysis and change).
Research proceeds from a case study of a global HR transformation project at Sandvik Corp., deeply influenced by a contemporary model of a strategic HR function (‘Business partner model’, Ulrich 1997). The aim is to present a rich understanding of how this model is implemented in a Swedish context.
Investigation focus on management structures, organizational change process and change of HR professional skills (including line managers PM competence). Observational studies and interviews (105) cover the Swedish HR organization, including Line managers, and analysis are structured according to different organizatioal practices such as "HR Business partner and Line management practice", "Backofice expertise and program management practice", "Process owners", "Service Centre" and "Top nanagement practice".
Exploratory results discuss the use of en HR information system and a rationalistic HR transformation model (Ulrich´s Business Partner model) form a cultural and practice-based perspective. Leadership and organizational learning processes are described and proposed as main factors of success.
Theoretically this research discuss the managerial sense making activities in the construction of HR practices:
The study highlights problematic gaps between intended and implemented practices, and role conflicts that needs to be resolved with respect to situated work practices in line of business. The study also explore the role of information technology and the continual adjustement of associative process governance.
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