The <scp>HR</scp> ecosystem framework: Examining strategic <scp>HRM</scp> tensions in knowledge‐intensive organizations with boundary‐crossing professionals

In this article, we use Snell & Morris' (2021) new HR ecosystem framework to empirically examine strategic fit and alignment tensions for knowledge-intensive organizations professional knowledge workers. Rich data were collected through in-depth interviews with 75 members of faculty engaged in work Business Management Schools (B&M), the analysis strategy documents. The application enables us contribute dynamic capabilities theory SHRM four ways. Firstly, drawing on findings, propose an adapted Ecosystem analyzing organizations, which incorporates across subsystems (strategy, capabilities, composition, cultures). These are shaped by interactions within between levels (meso, macro micro) ecosystems. Secondly, our findings underscore need engage a plurality collaborative competing internal external stakeholder interests, including those workers who constitute key organizational stakeholders. Thirdly, shows how views behaviors stakeholders affected dynamics beyond physical boundaries organization. Fourthly, reveal conflicting cultures connect other constrain collegialism cohesion. By evidencing constant flux misalignment, article demonstrates value examining informing industries.