The integration of Sustainable Human Resource Management (SHRM) is considered a strategic lever for corporate sustainability. However, existing literature focuses primarily on large companies, neglecting the context of Small and Medium-Sized Enterprises (SMEs) and the crucial role of employees' subjective perceptions. Specifically, it has neglected to investigate how SHRM is interpreted and what factors influence its adoption in organizational environments dominated by informal culture and centralized leadership. Through an in-depth qualitative case study of an Italian technical SME (SET Engineering), and the adoption of a multilevel interpretive approach, this thesis explores the perceptual dynamics that influence the adoption and interpretation of SHRM. Thematic analysis of semi-structured interviews conducted at the managerial and operational levels reveals a fundamental reconceptualization of the construct: sustainability is no longer perceived in its environmental dimension, but shifted to the human dimension, being redefined as organizational "livability" and workload "sustainability." The results highlight a clear perception gap between formal and informal practices. Structured initiatives (e.g., training bonuses) are met with skepticism and mistrust, while informal and relational practices (e.g., "granted" flexibility, active listening) are identified as the most authentic signs of organizational support. The analysis identifies "human" and accessible entrepreneurial leadership as the primary driver of perceived well-being. However, a central paradox emerges: the same strong informal culture acts as a barrier, generating inertia to change, perceptions of inequity, and a tension between business priorities and human sustainability. This study contributes to the SHRM literature by introducing a "contextual-relational" model for SMEs. The model illustrates how, in this context, the effectiveness of HR practices is primarily mediated by the relational psychological contract rather than by formal systems, and reveals the ambivalence of informal culture, which simultaneously acts as a lever of cohesion and a barrier to strategic evolution.
L'integrazione del Sustainable Human Resource Management (SHRM) è considerata una leva strategica per la sostenibilità aziendale. Tuttavia, la letteratura esistente si concentra prevalentemente su grandi imprese, trascurando il contesto delle Piccole e Medie Imprese (PMI) e il ruolo cruciale delle percezioni soggettive dei dipendenti. Nello specifico, è stato trascurato di indagare come lo SHRM venga interpretato e quali fattori ne influenzino l’adozione in ambienti organizzativi dominati da cultura informale e leadership centralizzata. Attraverso uno studio di caso qualitativo approfondito di una PMI tecnica italiana (SET Engineering), e l’adozione di un approccio interpretativo multilivello, questa tesi esplora le dinamiche percettive che influenzano l’adozione e l’interpretazione dello SHRM. L'analisi tematica delle interviste semi-strutturate condotte a livello manageriale e operativo rivela una fondamentale riconcettualizzazione del costrutto: la sostenibilità non viene percepita nella sua dimensione ambientale, ma traslata sulla dimensione umana, venendo ridefinita come "vivibilità" organizzativa e "sostenibilità" del carico di lavoro. I risultati evidenziano un netto divario percettivo tra pratiche formali e informali. Le iniziative strutturate (es. bonus formazione) sono accolte con scetticismo e diffidenza, mentre le pratiche informali e relazionali (es. flessibilità "concessa", ascolto attivo) sono identificate come i segnali più autentici di supporto organizzativo. L'analisi identifica nella leadership imprenditoriale "umana" e accessibile la leva principale del benessere percepito. Emerge, tuttavia, un paradosso centrale: la stessa forte cultura informale agisce come barriera, generando inerzia al cambiamento, percezioni di iniquità e una tensione tra le priorità di business e la sostenibilità umana. Questo studio contribuisce alla letteratura sullo SHRM introducendo un modello "contestuale-relazionale" per le PMI. Il modello illustra come, in tale contesto, l'efficacia delle pratiche HR sia mediata primariamente dal contratto psicologico relazionale piuttosto che dai sistemi formali, e svela l'ambivalenza della cultura informale, che agisce simultaneamente come leva di coesione e barriera all'evoluzione strategica.
Leve, barriere e percezioni del Sustainable HRM in una PMI italiana: Il caso studio di SET Engineering
ABBIATI, ALESSANDRO
2024/2025
Abstract
The integration of Sustainable Human Resource Management (SHRM) is considered a strategic lever for corporate sustainability. However, existing literature focuses primarily on large companies, neglecting the context of Small and Medium-Sized Enterprises (SMEs) and the crucial role of employees' subjective perceptions. Specifically, it has neglected to investigate how SHRM is interpreted and what factors influence its adoption in organizational environments dominated by informal culture and centralized leadership. Through an in-depth qualitative case study of an Italian technical SME (SET Engineering), and the adoption of a multilevel interpretive approach, this thesis explores the perceptual dynamics that influence the adoption and interpretation of SHRM. Thematic analysis of semi-structured interviews conducted at the managerial and operational levels reveals a fundamental reconceptualization of the construct: sustainability is no longer perceived in its environmental dimension, but shifted to the human dimension, being redefined as organizational "livability" and workload "sustainability." The results highlight a clear perception gap between formal and informal practices. Structured initiatives (e.g., training bonuses) are met with skepticism and mistrust, while informal and relational practices (e.g., "granted" flexibility, active listening) are identified as the most authentic signs of organizational support. The analysis identifies "human" and accessible entrepreneurial leadership as the primary driver of perceived well-being. However, a central paradox emerges: the same strong informal culture acts as a barrier, generating inertia to change, perceptions of inequity, and a tension between business priorities and human sustainability. This study contributes to the SHRM literature by introducing a "contextual-relational" model for SMEs. The model illustrates how, in this context, the effectiveness of HR practices is primarily mediated by the relational psychological contract rather than by formal systems, and reveals the ambivalence of informal culture, which simultaneously acts as a lever of cohesion and a barrier to strategic evolution.| File | Dimensione | Formato | |
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ABBIATI_ALESSANDRO_TESI DI LAUREA_543022.pdf
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Descrizione: Ricerca qualitativa sul Sustainable HRM (caso SET Engineering). Tramite Nested Case Study, si analizzano leve e barriere alla sostenibilità, evidenziando il ruolo delle percezioni dei lavoratori e della cultura informale.
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https://hdl.handle.net/20.500.14239/34068