Reference:

Uzan Odile, Bonneveux Élise, Bories-Azeau Isabelle, Condomines Bérangère, Delattre Miguel, Houessou Benjamin, Hulin Annabelle, Loubès Anne & Raulet-Croset Nathalie (2017) “De la GRH instrumentale à la GRH partenariale : l’impact des stratégies territoriales”, Revue de Gestion des Ressources Humaines, n°103 (janvier/février/mars), pp. 20-39.

Abstract:

In a changing environment where the overall increase of CSR and territory disrupts the traditional paradigm of HRM, this article aims to explore the assumption that territorial strategies implemented by firms are linked and even impact HRM models that firms will choose. Two theoretical frameworks are mobilized: strategic analysis of business organizations and CSR.

Following an exploratory qualitative research, based on case studies and conducted with sixteen firms and seven territorial actors, three main results can be highlighted. First, three types of territorial strategies are identified: “symbiotic integration”, “territorial differentiation” and “ecosystem”, stressing that the strategic conception of territory moves from an instrumental to a responsible conception. Secondly, it must be noted that HRM models also move from an instrumental HRM to a responsible HRM and that this reconfiguration happens in conjunction with territorial dynamics and territorial strategies adopted by the sampled firms. Finally, the study features three types of HRM linked with the stressed territorial strategies : “vital HRM”, “dual HRM” and “responsible HRM”.

Keywords: HRM, CSR, territorial strategies, models