Establishing credibility in the HRM-line manager relationship: Towards a better understanding of fundamental collaboration

Abstract: The credibility of HRM has been put into question, essentially since the birth of the HRM rhetoric in the 1980's. This paper argues that line management plays a crucial role in proving the credibility of HRM, weighing the current status of the credibility relationship within the context of a multinational construction organization. The purpose of this research thus lies in the attempt to understand the ways in which line management can consider HRM a credible and competent partner, and what HR's intent is in actually making this relationship happen. With an interpretivist approach, the study is of qualitative nature, whereby the empirical exploration is completed through ten in-depth semi-structured interviews. The study builds on theories of credibility and intent, while taking into consideration the resource-based view of the firm (RBV).