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Nonprofit organizations frequently engage in partnerships with profit-oriented businesses to fulfill their goals and social mission. Although nonprofit-business partnerships can benefit both parties, they are a potential source of intra-organizational controversy and conflict, especially when social objectives clash with business interests. An increasingly recognized risk of nonprofit-business partnerships lies in organizational identity threats. Adopting a sensemaking perspective, we investigate how nonprofit members make sense of nonprofit-business partnerships and how these appraisal processes influence whether they perceive these inter-organizational partnerships as organizational identity threats. Our qualitative study draws on semi-structured interviews and shows that nonprofit members' evaluations of partnership congruence (i.e., the perceived fit of a partnership with members' organizational identity expectations) and partnership relevance (i.e., the perceived meaning of a partnership for an organization's identity) influence whether they perceive partnerships as organizational identity threats. In doing so, we extend research on organizational identity threats (and opportunities) of nonprofit-business partnerships. [ABSTRACT FROM AUTHOR]

This study aims to shed light on the implementation of HR practices as a key piece of the human resource management ( HRM)-performance puzzle. Although the literature suggests that discrepancies between the organization's intended and implemented HR practices are essential to understanding employees' perceptions of and reactions to HRM, little attention has been devoted to this issue. Drawing upon a multiple-case study of German health and social services organizations, we therefore explore the linkages (and potential gaps) between intended, implemented, and perceived HR practices. Our study provides new insights into the underlying mechanisms of this relationship, highlighting an organization's ability to leverage its resources as playing a crucial moderating role in implementing intended HR practices, while employees' expectations of HRM moderate the link between implemented and perceived HR practices. We advance a set of propositions that contributes to a more nuanced, multilevel understanding of the complex phenomenon of HRM implementation. © 2014 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]