Resource orchestration in practice: CEO emphasis on SHRM, commitment‐based HR systems, and firm performance

Abstract

In order to be effective, managers at all levels of the firm must engage in resource management activities, and these efforts are synchronized and orchestrated by top management. Using a specific type of strategic resource, commitment‐based human resource systems, we examine the effect of CEO resource orchestration in a multi‐industry sample of 190 Korean firms. Our results demonstrate that CEO emphasis on strategic HRM is a significant antecedent to commitment‐based HR systems. Furthermore, our results also suggest that CEO emphasis on strategic HRM has its primary effects on firm performance through commitment‐based HR systems. This finding underscores the importance of middle managers in operationalizing top management's strategic emphasis, lending empirical support to a fundamental tenet of resource orchestration arguments. Copyright © 2013 John Wiley & Sons, Ltd.

Resource Orchestration as a Source of a Competitive Advantage for Cities

“…Interest in resource orchestration has produced some empirical studies (Chadwick, Super & Kwon, 2015;Holcomb, Holmes Jr & Connelly, 2009;Ndofor, Sirmon & He, 2011;Sirmon, Gove & Hitt, 2008). While these studies address only limited aspects of the Sirmon et al (2007) model, they provide promising evidence that supports the key theses of the theory.…”

“…Thus, these processes refer to what Kraaijenbrink, Spender and Groen (2010, p. 356) call "managerial capabilities". The few existing ROT studies dealing with professional football teams (Holcomb et al, 2009), the Italian football league (Bruno, Lanza & Simone, 2016), several firm contexts (Chadwick et al, 2015;Chirico et al, 2011;Wales, Patel, Parida & Kreiser, 2013) as well as the author's previous study on BIDs in New York City (see Chapter 4), clearly show the growing importance of and awareness for specific managerial actions during the processes of resource and capabilities management. As part of the threefold resource orchestration process, capability leveraging deals with the exploitation of the firm's capabilities to take advantage of market opportunities to execute tasks linked to performance outcomes Sirmon et al, 2011).…”

Strategy, operations, and profitability: the role of resource orchestration

“…Resource orchestration, then, is a theoretical extension of RBT by acknowledging the importance of managerial action. Resource orchestration is a firm-level activity comprising of the collective action of managers at all hierarchical levels, but with a focus on the managerial role (e.g., Chadwick et al, 2015;Holcomb et al, 2009). Resource orchestration theory, as a result, lends itself perfectly to the investigation of manufacturing strategy and its relationship to firm outcomes.…”

“…Resource orchestration is defined as the combination of resources and managerial acumen to realize superior firm performance (Chadwick et al, 2015). The purpose of this study is to examine how operational resources that concern existing offerings and support "technical fitness" (e.g., sales and marketing, design, procurement, manufacturing, logistics and warehousing, human resources, administration and customer support) can be configured for profitability gains (Brennan et al, 2015;Raddats et al, 2017).…”

Work cost impact analysis in FTSE MIB companies

“…Many scholars have focused on the relationship between human resources and firm performance, most of all in USA (Arthur 1994;Osterman, 1994;Huselid, 1995;Macduffie, 1995;Huselid, 1995;Koch and McGrath, 1996;Lazear 1996;Ichniowski and Shaw, 1999;Chadwick et al, 2014) and in Great Britain (Guest and Hoque, 1994;McNabb and Whitfield, 1997;Guest, 1999;Hiltrop, 1999) but also in China (Lin and Wu, 2014). It has emerged that human resource management has an important role in competition strategy, as it is a source of sustainable, long-term competitive advantage (Denisi and Smith, 2014;Meihami et al, 2014).…”