Searching for Competitive Advantage in the HRM-Firm Performance Relationship

Chadwick, Clint; Flinchbaugh, Carol

doi:10.5465/amp.2018.0065

Cited by 68 publications

(75 citation statements)

References 62 publications

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“…HCHR outlines the employer-employee relationship by creating an organizational climate that encourages organizational members to build their resources and human capital. Investment in the intangible human capital presents strategic leverage points that drive an organization's competitive advantage (Chadwick & Flinchbaugh, 2020).…”

Section: Practical Implicationsmentioning

confidence: 99%

Rebooting employees: upskilling for artificial intelligence in multinational corporations

Jaiswal¹,

Arun²,

Varma

2021

The International Journal of Human Resource Management

179

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Proponents of artificial intelligence (AI) have envisaged a scenario wherein intelligent machines would execute routine tasks performed by humans, thus, relieving them to engage in creative pursuits. While there is widespread fear of corresponding job losses, organizational think tanks vouch for the synergistic culmination of human-machine competencies. Using the dynamic skill, neo-human capital and AI job replacement theories, we contend that the introduction and adoption of AI calls for employees to upskill themselves. To determine the key skills deemed critical for the upskilling of employees, we interviewed 20 experienced professionals in multinational corporations (MNCs) in the information technology sector in India. Deploying Gioia's methodology for qualitative analysis, our investigation revealed five critical skills for employee upskilling: data analysis, digital, complex cognitive, decision making and continuous learning skills.This article has been corrected with minor changes. These changes do not impact the academic content of the article.

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Section: Practical Implicationsmentioning

confidence: 99%

Rebooting employees: upskilling for artificial intelligence in multinational corporations

Jaiswal¹,

Arun²,

Varma

2021

The International Journal of Human Resource Management

179

View full text Add to dashboard Cite

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“…A number of theoretical frameworks have been developed to help explain how HR practices can result in a competitive advantage. The most widely accepted of these frameworks is the highperformance work systems (HPWS; also known as high-performance HR practices, highinvolvement work systems or high-commitment work systems), which emphasize the links between HR practices and organizational performance (Chadwick and Flinchbaugh, 2020;Posthuma et al, 2013;Kehoe and Wright, 2013). The HR practices commonly featured within these frameworks include selection, performance management, employment security, training and development, and employee participation (Godard and Delaney, 2000;Pfeffer, 1998).In line with the development of the theoretical frameworks linking HR practices to organizational performance, the increasing emphasis on the contribution made by SHRM has Review of SHRM research in Korea…”

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confidence: 99%

An integrative review of SHRM research in South Korea: current status and future directions

Park

2020

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PurposeThe purpose of this study is to determine the current status of strategic human resource management (SHRM) research in the context of Korea as well as to provide specific recommendations for future research.Design/methodology/approachAn integrative literature review was performed to aggregate a body of studies in the Korean context. In total, 39 articles were carefully selected for inclusion in the present review.FindingsThe review demonstrated that prior studies conducted in Korea have examined whether the established relationship between strategic human resource (HR) practices and organizational outcomes has cross-national validity in Korean contexts, the extent to which the established relationship is moderated by contextual factors, as well as whether a combination of strategic HR practices and the congruence of HR practices with other organizational factors affect organizational outcomes. In addition, the review revealed four unique methodological characteristics of Korea-based studies, namely, the extensive use of self-reported questionnaires, personnel in managerial positions serving as the main sources of primary data, secondary data collected by Korean government research bodies being actively dealt with and an awareness of the necessity of a longitudinal design for causal research.Originality/valueThe present review makes an important contribution to the study of SHRM in general and the strategic human resources management model in Korea in particular. It is clear that more research is required, although it is encouraging to note the quality of prior research concerning Korean contexts and the specific mechanisms by which strategic HR practices influence organizational outcomes. Finally, there is a clear need for future research that explicitly considers employees' perceptions of strategic HR practices and specific contextual factors in Korea, and further, that utilizes more rigorous and diverse research methods to investigate the effectiveness of strategic HR practices in Korea.

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“…Products, pricing, technology, location, and physical resources are tangible and quantifiable sources that help organizations retain this advantage. Increasingly, organizations' people management capability, which is primarily intangible, is also considered a source of competitive advantage (Chadwick and Flinchbaugh, 2020). An organization's collective stock of employee competencies constitutes its human capital, while its internal-external culture and network of relationships form its social capital.…”

Section: Managerial Challenges To Promoting Competency-based Intellectual Capital In Emerging Market Economies -Developing a Framework Fomentioning

confidence: 99%

Managerial challenges to promoting competency-based intellectual capital in emerging market economies – developing a framework for implications

Shet

Giudice

Rammal

2021

JIC

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PurposeThis study aims to explore the challenges experienced by managers in adopting competency modeling (CM) and recommends an approach to overcome these challenges in promoting competency-based intellectual capital in organizations.Design/methodology/approachUsing in-depth interviews with organizational practitioners in India, this study identifies the challenges of competency modeling in emerging market economies.FindingsThis study identified nine contextual and eight non-contextual challenges in implementing CM practices in organizations. The framework addresses the CM challenges using direction setting, negotiation and selling, and monitoring and control dimension of implementation with behavioral, operational and change alignment aspects of CM. The framework proposes a checklist for stakeholders to help them diagnose and analyze the gaps in effective CM implementation.Research limitations/implicationsThis article contributes in the concept of competency-based intellectual capital and adoption of CM practices.Practical implicationsThis framework will assist the change management practitioners, human resources leaders, organizational development consultants and practitioners as a toolkit to address the challenges in the people management intervention.Originality/valueThe framework suggests a checklist for stakeholders to help diagnose and analyze the gaps in effective CM adoption.

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Searching for Competitive Advantage in the HRM-Firm Performance Relationship

Cited by 68 publications

References 62 publications

Rebooting employees: upskilling for artificial intelligence in multinational corporations

Rebooting employees: upskilling for artificial intelligence in multinational corporations

An integrative review of SHRM research in South Korea: current status and future directions

Managerial challenges to promoting competency-based intellectual capital in emerging market economies – developing a framework for implications

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