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Management research is more and more required to develop rigorous and actionable knowledge, relevant to today's social and environmental global challenges. Engaging in collaborative knowledge creation processes - through which academics embed themselves in contexts of application, develop transdisciplinary collaborations, and involve stakeholders throughout the research process -- has been considered for years a possible way to reach that objective, and it becomes even more important today for exploring the so called 'messes' or 'wicked problems'. Even if HR research is potentially well equipped for providing actionable knowledge on global social and environmental challenges, several influential commentaries highlight that currently HR scholars tend to engage in more traditional knowledge creation processes, in which research is mostly performed and 'consumed' by academics, and is mostly driven by disciplinary and theoretical concerns rather than practical ones. Consistent with the conference theme, our panel symposium has the objective to collectively reflect on what has been done until now for developing relevant HR research via researchers-stakeholders collaborations (i.e., the 'taking stock'), and what could be future initiatives (i.e., the 'moving forward') for improving collaborative HR (relevant) research. The symposium involves a group of panellists in a formal, moderated, interactive discussion. The panellists are of two types: (i) authors of two empirical collaborative HR papers, included in a recent special issue of Human Resource Management Journal on collaborative research in the HR field; (ii) journal editors interested in collaborative research. The symposium has been intentionally designed in a multi- disciplinary way, so that voices from the HR research community are together with voices from other management research communities facing the same rigor/relevance challenge (i.e., Organizational Change, Operations Management). Overall, we hope our symposium will serve as a catalyst for increasing the relevance of HR research via collaboration with relevant stakeholders. [ABSTRACT FROM AUTHOR]

In the past two decades, a growing body of research in management and several other disciplines has investigated how ideas and practices travel across contexts and time, especially how they are modified and adapted into different forms in this process by organizational actors. Diverse theoretical streams on this topic suggest that there is substantial interest in translation studies, but the majority of these studies remain in separate bodies of literature that rarely engage one another and include little reflection and discussion of how they could be potentially integrated and generate new areas of inquiry (Spyridonidis et al, 2016). In this symposium, gathering scholars from different theoretical perspectives whose work address the translation of ideas and practices, we aim to facilitate dialogues that take stock of current scholarly work, debate areas of divergence, and carve out directions for future endeavors that move the understanding of translation forward in a more collaborative and productive manner. Our panelists will address a series of topics such as the key challenges and new developments in translation studies, how translation theories and practice theories may inform each other, and knowledge translation across academics, practitioners, and consultants. [ABSTRACT FROM AUTHOR]

Through a rich five year longitudinal single case study, we show that there is a dynamic relationship between how reputation evolves over time, stakeholder salience, and strategic ambiguity. We find that perceptions of the subject organization change over time, according to various stakeholders, as different factors become more or less salient to them. We present two theoretical surprises. First, despite some literature arguing that prominence is an important building block of reputation, we argue that it is not a sufficient condition for new organizations unless stakeholders perceive the organization as relevant for them. Second, although the literature suggests that reputation is an antidote to strategic ambiguity, we find that some ambiguity can help organizations to navigate different and sometimes competing stakeholder perceptions. Overall, we show how organizations can navigate the challenges of building and sustaining reputation among different stakeholders over time to ensure organizational longevity. [ABSTRACT FROM AUTHOR]

In this longitudinal study, we extend theory on leadership identity construction by integrating the process of emotional labor into leadership identity claims. The study aims to fulfill the gap in the relevant literature about how emotions are managed to gain relational recognition in the process of leadership identity construction, specifically among healthcare hybrid managers who fulfill both clinical and managerial duties. Using random coefficient modeling, effects of deep acting, surface acting, and genuine emotion on the change of leadership identity at the relational level were tested on a sample of 106 manager-employee dyads over three consecutive time points. The results suggest variability in both initial leadership identity and changing rates. Hybrid managers conducting effortful strategies: deep and surface acting, have lower initial leadership identity. However, the effortful strategies help hybrid managers improve their leadership identity over time, while the effortless strategy or genuine emotion negatively interacts with the process of leadership identity construction. Our findings highlight the importance of cognitive attention required in the emotional process of leadership identity construction. [ABSTRACT FROM AUTHOR]

There is a long-held belief that professionalism brings safeguards against misconduct. A recent spate of high profile collective misconduct scandals in professional organisations has brought this assumption into question. Our study seeks to understand the misconduct of professionals and how this influences, and is influenced by, their identity. Empirically, we draw on an account of a large-scale organisational failure in a public sector organisation. We illustrate how under conditions of extreme identity-threat, professionals attempt to safeguard themselves by ignoring or legitimising misconduct, and somewhat paradoxically by identifying themselves more strongly with their organisation. In doing so, we note how identity tensions can lead to over-identification with the organisation and under-identification with professional codes of conduct. By focusing on identity processes at the individual level, our study theorises how professionals restructure their identity to justify, or not, serious acts of misconduct. In professional ethics being replaced by organisational goals, increasingly extreme acts of misconduct are tolerated. Importantly, our conclusions suggest that once collective misconduct is embarked upon, identity can become encapsulated, preventing the possibility of correction. [ABSTRACT FROM AUTHOR]

Our study analyses what hybrid nurse middle managers do in their managerial practice, what affects this, and with what effect, focused upon implementing policy-driven guidelines on the clinical frontline. Examining two comparative hospital cases, we conceive their role as one of 'translation'. On the one hand, they exhibit strategic agency. On the other hand, their managerial role not only influences, but is influenced by, professional and managerial hierarchy. In both hospitals, in the short-term, we see how hybrid middle managers are able to mediate professional and managerial hierarchy and implement clinical guidelines through translation work. However, in one case, they less effectively accommodate policy-driven, managerial pressure towards compliance with government regulations and financial parsimony. In this case, the outcome of their translational work is not sustained in the longer term, as professional and managerial hierarchy reasserts itself. [ABSTRACT FROM AUTHOR]

Limited theoretical attention has been devoted to professionals inhabiting dual spaces (in this case both physician and manager) and the work involved in negotiating a hybrid identity. In understanding the processes of developing and maintaining a hybrid identity we draw on organizational identity theory and social identity theory. Using a qualitative and 5 year longitudinal case study design we explore how hybrid physician-managers in the English NHS negotiate this dual role. By situating our study at this intersection we highlight the important of salience in managing different and conflicting identities. We found that differing identity salience resulted in three types of emergent identity. We named the appropriation of these three identity categories; the evangelists, laggards and sceptics. The availability of these three categories was accommodated by significant shifts in identity salience. The ease by which this group of professionals made such shifts and were able to alter the salience of their professional identity may be an expression of professional power, appropriated by physicians due to their unique hegemonic position. [ABSTRACT FROM AUTHOR]

The paper is concerned with developing theory on identity formation. Existing research has explored the role of organizational identity change in mature organizations undergoing transformation. Our aim was to understand how organizational identity is developed from inception onwards. We studied a nascent organisation, concurrently collecting qualitative data over five years, to develop a grounded theory model of identity development. Our model highlights the need for managerial flexibility, in allowing some aspects of identity to remain ambiguous and emergent. This plasticity allows different stakeholder groups to sensemake and enact identity claims as they see fit by interpreting and re-interpreting the emergent identity according to their divergent interests. However, our study reveals that managerially getting this balance right is complex. A degree of organizational coherence is needed to prevent chaotic conditions that jeopardise the organization's strategic mission and existence. Implications of our findings for theory and for those starting up new organizations are discussed. [ABSTRACT FROM AUTHOR]