STRATEGIC HUMAN RESOURCE MANAGEMENT WITHIN A RESOURCE‐CAPABILITY VIEW OF THE FIRM *

STRATEGIC HUMAN RESOURCE MANAGEMENT WITHIN A RESOURCE‐CAPABILITY VIEW OF THE FIRM * This paper takes a critical look at the field of strategic human resource management and in particular the debate about the strategic value of the human resource. We identify the contribution as well as the problematic nature of the situational‐contingency perspective. Drawing from the strategic management literature and the concept of resource heterogeneity, we then posit a resource‐capability view of the firm and argue that the mutually reinforcing interaction between the stock of knowledge, skills and expertise (resources) and the organizational routines and human resource policies and practices (capabilities) generates human resource competencies whose strategic value is realizable to the extent that they are linked with core competencies. We thus offer a reconceptualization of human resource competencies which goes beyond existing trait, behavioural and systems approaches. Finally, we identify the circumstances surrounding the generation and distribution of rents arising from the utilization of human resource competencies by drawing from transaction cost theory and industrial relations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

STRATEGIC HUMAN RESOURCE MANAGEMENT WITHIN A RESOURCE‐CAPABILITY VIEW OF THE FIRM *

Journal of Management Studies, Volume 33 (2) – Mar 1, 1996

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Publisher
Wiley
Copyright
Copyright © 1996 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/j.1467-6486.1996.tb00158.x
Publisher site
See Article on Publisher Site

Abstract

This paper takes a critical look at the field of strategic human resource management and in particular the debate about the strategic value of the human resource. We identify the contribution as well as the problematic nature of the situational‐contingency perspective. Drawing from the strategic management literature and the concept of resource heterogeneity, we then posit a resource‐capability view of the firm and argue that the mutually reinforcing interaction between the stock of knowledge, skills and expertise (resources) and the organizational routines and human resource policies and practices (capabilities) generates human resource competencies whose strategic value is realizable to the extent that they are linked with core competencies. We thus offer a reconceptualization of human resource competencies which goes beyond existing trait, behavioural and systems approaches. Finally, we identify the circumstances surrounding the generation and distribution of rents arising from the utilization of human resource competencies by drawing from transaction cost theory and industrial relations.

Journal

Journal of Management StudiesWiley

Published: Mar 1, 1996

References

  • Strategic assets and organizational rent
    Amit, Amit; Schoemaker, Schoemaker
  • Organizational capabilities and the economic history of the industrial enterprise
    Chandler, Chandler
  • The link between resources and types of diversification: theory and evidence
    Chatterjee, Chatterjee; Wernerfelt, Wernerfelt
  • Industrial conflict: themes and issues in recent research
    Edwards, Edwards
  • Human resource management and industrial relations
    Guest, Guest
  • Pluralism, procedural consensus and collective bargaining
    Hyman, Hyman
  • Transaction cost analysis of strategy‐structure choice
    Jones, Jones; Hill, Hill
  • A critique and a proposed reformulation of strategic human resource management
    Kamoche, Kamoche
  • The resource‐based view within the conversation of strategic management
    Mahoney, Mahoney; Pandian, Pandian
  • The cornerstones of competitive advantage: a resource‐based view
    Peteraf, Peteraf
  • Theories of the firm: implications for strategy research
    Seth, Seth; Thomas, Thomas

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