The elusiveness of strategic HR partnering: Using paradox theory to understand tensions surrounding the HR business partnering role

Human resource business partnering is an established mechanism for the advancement of strategic HR. While much research has reported on relationships between partners (HRBPs) and line managers, relationships between partners and other aspects of the HR function are less well understood, as is the interplay between HRBP-LMP and HRBP-HR relationships. Through the use of paradox theory and case study methodology centred on a large public sector health care authority, we found these two sets of relationships to be operating paradoxically within an operational frame of reference, thereby constraining the establishment of strategic partnering.

Automated summary

Human resource business partnering is a mature mechanism for advancing strategic HR. While relationships between partners (HRBPs) and line managers have been extensively researched, the relationships between partners and other aspects of HR, as well as the interplay between HRBP-LMP and HRBP-HR, are less understood. Using paradox theory and case study methodology in a large public sector healthcare authority, we found that these two sets of relationships operate paradoxically within an operational frame of reference, thus constraining the establishment of strategic partnering.