Sports are classic service organizations, delivering an intangible experience-product. I recently published, with a colleague, a research article in the New Zealand Journal of Human Resource Management which investigated the Breakers basketball organisation's HRM strategy. The article uses concepts like co-creation, strategic co-creation of values and story-telling methodology to unpick how the Breakers use stories to help manage their values-based culture. You can find the full paper here.
Abstract: Strategic Human Resource Management (SHRM) is often described as the alignment of internal human resources to external threats and opportunities. Values-driven goals have been increasingly interwoven into SHRM practices. If there is a disconnect between values-driven SHRM and staff enactment of values then strategic goal achievement is less likely. Research is underdeveloped as to how values-based SHRM is implemented at the micro-process level; the level at which people within the organisation engage with SHRM. Research examining the successful implementation of values-based approaches assists understanding of best-practice. The research question is, ‘How has a successful values-based SHRM approach been enacted? We investigated values-driven SHRM in the New Zealand SKYCITY Breakers’ basketball franchise, using a narrative methodology. The preliminary stage of the study involved content analysis of secondary sources and interviews, which highlighted the Breakers are a 'storytelling' organisation. The second main stage involved narrative analysis of 250 shared stories identified from 16 in-depth interviews with organisational members. Findings are that the Breakers use a monomyth story-sharing process to embed value-driven behaviour. The key contribution is to show how values-based SHRM is embedded by the organisation’s monomyth story-telling process. Practice-based implications are discussed.
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