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Abstract Disruption in human resource management (HRM) practices necessitates processes of mutual adjustment within the organization that seeks to address these changes properly, overcome tensions, and fit strategic needs. In our single longitudinal case study of a new HRM practice development concerning blue‐collar worker talent management, we examine how HR professionals and managers interact and develop new HRM practices as a response to disruptive work transformation. Considering these interactions from the perspective of HR ecosystem alignment dynamics, we find that both managers and HR professionals engaged in fruitful collaboration processes along three differentiated steps to provide value for the whole organization. We propose a grounded theorizing of HR ecosystem alignment that is based on the progression of successive convergent and divergent phases and introducing collaborative spaces of work.
Yalenios et al. (Thu,) studied this question.
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