Boundary objects, HRM tools and change for sustainability

Greenleaf Publishing
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The Necessary Transition. The Journey towards the Sustainable Enterprise Economy, 2013, 1, pp. 154 - 170
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This chapter illustrates a novel approach to using boundary objects (BOs) as change agents. In particular, the chapter illustrates how tools from stages of the human resources management (HRM) process can be used as BOs in order to facilitate changes necessary to create and maintain more sustainable organisations. BOs, which are discussed in greater detail below, can translate, transfer and! or create knowledge across diverse boundaries or groups of stakeholders. In organisations, ~Os can translate, transfer and!or create knowledge between and among functions, departments and other groups, This chapter illustrates how knowledge about sustainability can be translated, transferred and! or created between and among all organisational functions by using HRM tools as BOs. It builds on arguments made by other scholars (e.g. Jabbour and Santos 2008) that the HR function should be integrated with organisational sustainability by formulating HRM policies and practices that stimulate the social, economic and environmental strategies of the organisation. It also builds on earlier work analYSing the role of BOs in generating and supporting organisational change (Oswick and Robertson 2009), and on the role ofBOs in underpinning the formation of a community of practice around sustainability (Benn and Martin 2010).
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