| dc.description.abstract | The lack of an efficient support system for people with
multiple, long-term health conditions has increased costs,
worsened health outcomes, and prompted policymakers
to implement a boundary-spanning role within healthcare
settings. While scholars have demonstrated the benefits of
coordination roles and other such high-performance work
practices (HPWPs) in this sector, the actual implementation
of these practices is less clear. Based on a comparative case
study approach, 153 interviews, and other qualitative data,
this article explores frontline managers' HR philosophies
and practices (‘frontline HRM relationality’) to explain possi ble variation in efforts to implement the boundary-spanning
role of care coordinators (CCs). Despite strong policy
support for the role, coordination has improved unevenly
because of varying degrees of HRM relationality: findings
show that higher frontline HRM relationality was associated
with lower inter-occupational professionalization differ ences and higher boundary-spanning coordination. The
article contributes to a nascent literature on HPWP imple mentation by theorizing frontline HRM relationality as a continuum that moderates professionalization-related coor dination problems and highlights the importance of frontline
HRM relationality for implementing HPWPs in professional ized settings. | vi |
