CGHRM International Research Network

To continue and build on the momentum and impact created by our foundational text Aust et al, 2020, we have initiated a new “CGHRM International Research Network” which is growing rapidly and already includes a number of established scholars. The network aims to increase cooperation and collaboration between scholars interested in the new concept of Common-Good HRM. We are open to, and welcome multiple perspectives and approaches from colleagues across different disciplines e.g., Economics, Management, HRM, Organizational studies, Gender Studies, Business Ethics, Sustainability etc. Our main aim apart from generating more (especially empirical) research and developing the CGHRM concept further is also to support junior scholars (with a focus on Sustainable HRM) in the difficult task of publishing and growing their careers.

Now, we are informally organized through a mailing list and around the following research agenda :

• What is the theoretical basis of Common-Good HRM (CGHRM)? Ethics: Aristotle, Aquinas, MacIntyre. Psychology: Frankl, Sen. Economics: Ostrom, Jackson. CT: Habermas, Benjemin, Adorno, Horkheimer, Honneth, Rosa, Jaggi. Organizations: Sison and Fontrodona, Albareda & Sison.

• How is CGHRM as an alternative SustHRM framework characterised and defined? E.g., Ethical, pro-welfare, human-centric, critical-pragmatic, collectivist, relational, process-orientated.

• Where is CGHRM positioned with regard to the SDGs, the Sustainable HRM and the ECG movement? E.g., Outside-in, focus on SDGs but without SDG8.1 Growth, and Stakeholders rather than Shareholders, Democracy Participation, and employee voice rather than HRM power and control, Societal flourishing rather than economic performance and Growth.

• How can CGHRM be put into practice and which dimensions should be, can be measured and validated?

• Which types of Leadership styles, Management mindset, Organization types (Profit, non-Profit, B-Corps, Self-governing, Worker Co-operatives), local and national contexts, are best suited for CGHRM?

• How does CGHRM interact with shifting management-employee power relations, AI, Gender-Neutrality and other “new realities”, what conflicts will emerge, and what does this mean for the role of HRM and the future of work?

• How can CGHRM contribute (also) to a firm’s competitive advantage and add business legitimacy to sustainable approaches?

• What does CGHRM look like (and what needs to be addressed to make it ‘work’) along the global value chain? and when set in different organisational, cultural, and sectoral contexts? E.g., Low paid, low-valued, low status frontline service work in both developed and developing countries.

• How can CGHRM be pragmatically and creatively taught to students, practitioners?

• What might a future-oriented research agenda in CGHRM look like and where would the priorities lie (the answer might already lie in 1-10)? Encouraging/ facilitating empirical work that aspires to underpin the conceptual basis for CGHRM with evidence from the field. For example, through micro-interventions, common-organizing and job-crafting.

In the future, and according to member interest, we plan a monthly newsletter and more a formal structure.

If you wish to join us, need further information or have suggestions and comments,

please contact the network coordinator Dr. Brian Matthews under: brian.matthews@wu.ac.at

Thanking you for your interest!