The pervasive human resource picture in interdependent supply relationships

This paper aims to explore the influence of human resource (HR) practices inshaping inter-organisational supply relationships, and to describe the extent towhich supply partners seek to adapt their internal HR practices to the externalrelationship. Design/methodology/approach - Inter-organisational relationshipsare known to be multi-dimensional in nature. Using seven dimensions to collectempirical evidence, the focus was on a dyadic supply relationship as the unit ofanalysis. A total of 48 interviews was undertaken from informants in bothorganisations. Findings - It is shown that the supply relationship tends to betaken for granted at operational levels, and not subject to the relatively highlevels of strategic alignment to be found at senior levels in bothorganizations. Operational aspects of the relationship are tested primarily infailure mode when poorly prepared to respond, for example, as a result offacility breakdowns and quality problems. Inter-organisational HR practices wererelatively weakly prioritised and - despite their acknowledged importance atoperator level - were not clearly identified and supported in the way thatintra-organisational practices were. Originality/value - An in-depth,operations-based study of HR practices has been undertaken in a reciprocallyinterdependent supply relationship from the perspectives of both partners.