A bird’s-eye view of the relationships between economic complexity, time, and the importance of HRM actors

This study adopts a contextual approach to understand the prominence of HRM department specialists, outsourced HRM service providers and line managers in the HRM function. Drawing on resource dependence theory and research on the professionalisation of HRM, we look at how national economic complexit...

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Detalles Bibliográficos
Autores: Rapp, Marco Leander, Hassan, Nadima, Trullen, Jordi, Valverde, Mireia
Tipo de recurso: artículo
Fecha de publicación:2025
País:España
Institución:Universitat Ramon Llull (URL)
Repositorio:DAU Arxiu Digital de la Universitat Ramon Llull
OAI Identifier:oai:dnet:dau_________::419c3dd090b8b19952a94ab147dfa91d
Acceso en línea:http://hdl.handle.net/20.500.14342/6199
https://doi.org/10.1080/09585192.2025.2508882
Access Level:acceso abierto
Palabra clave:HRM actors
Devolution
HRM outsourcing
HRM department
Economic complexity
Time
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spelling A bird’s-eye view of the relationships between economic complexity, time, and the importance of HRM actorsRapp, Marco LeanderHassan, NadimaTrullen, JordiValverde, MireiaHRM actorsDevolutionHRM outsourcingHRM departmentEconomic complexityTimeThis study adopts a contextual approach to understand the prominence of HRM department specialists, outsourced HRM service providers and line managers in the HRM function. Drawing on resource dependence theory and research on the professionalisation of HRM, we look at how national economic complexity (EC) and the passage of time shape the need for these actors in an organisation’s HRM. Our analysis is based on Cranet data from five survey rounds conducted between 2000 and 2022, covering 30,651 organisations across 54 countries. Our results show that higher levels of EC are associated with smaller HRM departments, less devolution and greater outsourcing of non-core HRM activities. Over time, HR staff ratios and outsourcing of non-core and core HRM activities increase, while devolution declines. Interestingly, we also observe that the negative effects of EC on HR staff ratios and devolution are eventually reversed. This suggests that in more complex economies, the prominence of all HR actors increases over time, which reflects a growing organisational commitment to managing people. Our findings highlight how economic and temporal contexts shape the HRM function.info:eu-repo/semantics/publishedVersionTaylor & Francis Group, LLCUniversitat Ramon Llull. Esade202620262025info:eu-repo/semantics/article36 p.application/pdfhttp://hdl.handle.net/20.500.14342/6199https://doi.org/10.1080/09585192.2025.2508882reponame:DAU Arxiu Digital de la Universitat Ramon Llullinstname:Universitat Ramon Llull (URL)InglésThe International Journal of Human Resource Management, Vol. 36(12), Continuity and Change in National HRM© 2025 Informa UK Limited, trading as Taylor & Francis GroupAttribution-NonCommercial-NoDerivatives 4.0 Internationalhttp://creativecommons.org/licenses/by-nc-nd/4.0/info:eu-repo/semantics/openAccessoai:dnet:dau_________::419c3dd090b8b19952a94ab147dfa91d2026-06-21T06:40:37Z
dc.title.none.fl_str_mv A bird’s-eye view of the relationships between economic complexity, time, and the importance of HRM actors
title A bird’s-eye view of the relationships between economic complexity, time, and the importance of HRM actors
spellingShingle A bird’s-eye view of the relationships between economic complexity, time, and the importance of HRM actors
Rapp, Marco Leander
HRM actors
Devolution
HRM outsourcing
HRM department
Economic complexity
Time
title_short A bird’s-eye view of the relationships between economic complexity, time, and the importance of HRM actors
title_full A bird’s-eye view of the relationships between economic complexity, time, and the importance of HRM actors
title_fullStr A bird’s-eye view of the relationships between economic complexity, time, and the importance of HRM actors
title_full_unstemmed A bird’s-eye view of the relationships between economic complexity, time, and the importance of HRM actors
title_sort A bird’s-eye view of the relationships between economic complexity, time, and the importance of HRM actors
dc.creator.none.fl_str_mv Rapp, Marco Leander
Hassan, Nadima
Trullen, Jordi
Valverde, Mireia
author Rapp, Marco Leander
author_facet Rapp, Marco Leander
Hassan, Nadima
Trullen, Jordi
Valverde, Mireia
author_role author
author2 Hassan, Nadima
Trullen, Jordi
Valverde, Mireia
author2_role author
author
author
dc.contributor.none.fl_str_mv Universitat Ramon Llull. Esade
dc.subject.none.fl_str_mv HRM actors
Devolution
HRM outsourcing
HRM department
Economic complexity
Time
topic HRM actors
Devolution
HRM outsourcing
HRM department
Economic complexity
Time
description This study adopts a contextual approach to understand the prominence of HRM department specialists, outsourced HRM service providers and line managers in the HRM function. Drawing on resource dependence theory and research on the professionalisation of HRM, we look at how national economic complexity (EC) and the passage of time shape the need for these actors in an organisation’s HRM. Our analysis is based on Cranet data from five survey rounds conducted between 2000 and 2022, covering 30,651 organisations across 54 countries. Our results show that higher levels of EC are associated with smaller HRM departments, less devolution and greater outsourcing of non-core HRM activities. Over time, HR staff ratios and outsourcing of non-core and core HRM activities increase, while devolution declines. Interestingly, we also observe that the negative effects of EC on HR staff ratios and devolution are eventually reversed. This suggests that in more complex economies, the prominence of all HR actors increases over time, which reflects a growing organisational commitment to managing people. Our findings highlight how economic and temporal contexts shape the HRM function.
publishDate 2025
dc.date.none.fl_str_mv 2025
2026
2026
dc.type.none.fl_str_mv info:eu-repo/semantics/article
format article
dc.identifier.none.fl_str_mv http://hdl.handle.net/20.500.14342/6199
https://doi.org/10.1080/09585192.2025.2508882
url http://hdl.handle.net/20.500.14342/6199
https://doi.org/10.1080/09585192.2025.2508882
dc.language.none.fl_str_mv Inglés
language_invalid_str_mv Inglés
dc.relation.none.fl_str_mv The International Journal of Human Resource Management, Vol. 36(12), Continuity and Change in National HRM
dc.rights.none.fl_str_mv © 2025 Informa UK Limited, trading as Taylor & Francis Group
Attribution-NonCommercial-NoDerivatives 4.0 International
http://creativecommons.org/licenses/by-nc-nd/4.0/
info:eu-repo/semantics/openAccess
rights_invalid_str_mv © 2025 Informa UK Limited, trading as Taylor & Francis Group
Attribution-NonCommercial-NoDerivatives 4.0 International
http://creativecommons.org/licenses/by-nc-nd/4.0/
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv 36 p.
application/pdf
dc.publisher.none.fl_str_mv Taylor & Francis Group, LLC
publisher.none.fl_str_mv Taylor & Francis Group, LLC
dc.source.none.fl_str_mv reponame:DAU Arxiu Digital de la Universitat Ramon Llull
instname:Universitat Ramon Llull (URL)
instname_str Universitat Ramon Llull (URL)
reponame_str DAU Arxiu Digital de la Universitat Ramon Llull
collection DAU Arxiu Digital de la Universitat Ramon Llull
repository.name.fl_str_mv
repository.mail.fl_str_mv
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score 15.198674

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