Samverkan inom internationella HR-funktioner : Vilka faktorer främjar respektive hindrar att samverkan ska bidra till en ökad känsla av sammanhang och självtillit?

Sammanfattning: Purpose: The aim of this study have been to examine barriers and success factors for how international collaboration affect HR employees sense of coherence and self-efficacy and the resulting effects. Method: The study is based on an abductive approach and the research questions have been answered with a qualitative method. The data on which the results of the study is based were collected by conducting semistructured interviews. Interviews was conducted with HR people in five international organizations and a thematic analysis method was applied. Results: The results show that there are several different success factors and barriers to international collaboration leading to a sense of coherence and self-efficacy. Technology, physical meetings, leadership and culture, structure and roles of the employees have been identified as the most important success factors. Culture, time and distance are barriers to international collaboration leading to a sense of coherence and self-efficacy. The result also shows that the relationship between international collaboration, a sense of coherence and self-efficacy leads to several different effects, such as increased work performance, motivation and job satisfaction. These effects result in an increased motivation to collaborate across national borders. Theoretical implications: The study contributes theoretical implications to SIHRM research by studying international collaboration from a new perspective. The study contributes to an increased understanding of which factors enable or prevent international collaboration to affect HR employees' sense of coherence and self-efficacy. The study also contributes with an increased understanding of how the effects of the association can positively promote the HR function's international collaboration. Practical implications: The study can be used as a framework for HR employees and managers as well as other individuals who collaborate across national borders. It can contribute with an understanding of which factors enable or prevent collaboration to affect a sense of coherence and self-efficacy.