Realised strategy content (Triangulation table).

The study explores the interaction of two cross-functional distributed actors (HR and project managers), their actions, and how they utilize existing practices to mobilize human capital in projects. The study, located at the intersection of practitioners and praxis, explores how the flow of different HR activities is constructed during project execution. Based on extensive field-based qualitative research and anchored on the micro foundations’ lens, we find that paired distributed actors (project manager and HR manager) engage in two mutually exclusive strategizing practices (human resource procedurally embedded and human resource interactive and mutual) for shaping the activity flow of HRM implementation. This finding is critical because it explains how the tension between the paired distributed actors is handled during project execution in project-based firms.

本研究探讨了两类跨职能分布式主体——人力资源（Human Resources，简称HR）与项目经理——之间的互动关系、各自行为模式，以及二者如何依托现有实践在项目中调动人力资本。本研究立足于实务从业者与实践的交叉研究视角，探析项目执行过程中各类HR活动的流转路径是如何构建的。本研究依托大规模实地质性研究，并锚定微观基础视角，发现配对式分布式主体（项目经理与HR经理）会采用两种互斥的战略实践：人力资源流程嵌入型与人力资源互动互益型，以此塑造人力资源管理（Human Resource Management，简称HRM）落地的活动流转路径。这一发现至关重要，因其阐释了项目型企业在项目执行阶段，配对式分布式主体之间的张力是如何得以化解的。