Strategic Human Resources Management: A Review of the Literature and a Proposed Typology

Lengnick‐Hall, Cynthia A.; Lengnick‐Hall, Mark L.

doi:10.2307/258092

Cited by 331 publications

(228 citation statements)

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“…Moreover, we can conclude that people with general KSAs are not interesting for the development of organizational capabilities, in contravention of Dyer and Shafer (1999) and Lengnick-Hall and Lengnick-Hall (1988). It seems that, as Barney and Wright (1998) suggested, the high uniqueness of core employees is critical to creating competitive advantage instead of being a pitfall on the road to competitiveness.…”

Section: Discussionmentioning

confidence: 71%

“…In a high-tech firm, uniqueness would be very important, whereas in a cleaning firm requiring low-qualified staff it would not be so relevant. Furthermore, in some cases, having unique CEs may become a "core rigidity" because of their firm-specific knowledge (Coff, 1997;Lengnick-Hall & Lengnick-Hall, 1988;Leonard-Barton, 1992;O'Driscoll, Carson, & Gilmore, 2001); such workers may become sources of defensive routines that hinder "dynamic capabilities" (Lado & Wilson, 1994;Teece, Pisano, & Shuen, 1997). Atchison (1991) To summarize, developing and utilizing valuable and/or unique CEs can enhance competitive advantage.…”

Section: Characteristics Of Core Employeesmentioning

confidence: 99%

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The contribution of core employees to organizational capabilities and efficiency

Cabrales

Cabrera

Herrero

2006

Hum. Resour. Manage.

123

110

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Section: Discussionmentioning

confidence: 71%

Section: Characteristics Of Core Employeesmentioning

confidence: 99%

The contribution of core employees to organizational capabilities and efficiency

Cabrales

Cabrera

Herrero

2006

Hum. Resour. Manage.

123

110

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“…Hence, the basic idea of the contingency approach lies in the contextualization of HRM policies and practices. At this stage, we can postulate that the HRM efficiency is dependent on its consistency with the strategic direction of the firm (Dyer, 1984;Lengnick Lengnick Hall and Hall, 1988;Miles and Snow, 1984;Fombrun and al., 1984;Youndt, Snell, Dean and Lepak, 1996).…”

Section: 1the Contingency Approach In the Human Resource Managementmentioning

confidence: 99%

Testing The Moderating Effect of the Strategy on the Relationship between Human Resources Management and Performance: A Subgroup Analysis. The Case of Tunisia

Jery¹,

Souaï²

2016

BMS

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In a fast movement environment where organizations are struggling to survive and succeed in the market, the focus is increasingly placed on resources that can provide a sustainable competitive advantage. Wright, McMahan and McWilliams (1994), like other researchers have realized that human resources can generate this advantage since they are rare, difficult to substitute and imperfectly imitable. The more human resources are exploited and the more they get enriched and provide added value to the organization through creativity and innovation.We note that the prerequisite for the added value creation is individual motivation and competence at work. Thus, it is assumed that the development of human resources management enables to meet the competitiveness challenge. Human resources managers have to enhance staff motivation and to ensure continuous knowledge improvement. ISSN 2157-6068 2016 www.macrothink.org/bms Business Management and Strategy 65In this research, we try to explain the link between the human resource management practices and performance through the contingency approach. To do this, we opt for the subgroup analysis as a methodological framework. Our results lead to recognize that the interaction effect between certain human resource management practices and innovation level can provide an explanation as to changes in the level of performance of the Tunisian industrial firms.

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“…It also means that all activities in human resource management have strategic meaning in implementing organizational strategy, ultimately lead to organizational competitive advantage [42]. It means that strategic human resource management associated with business strategic initiatives [1], [4], [11], [28], [29], [63].…”

Section: Introductionmentioning

confidence: 99%

“…Internal alignment as complementarity between various practices in human resources system [4] and external alignment puts organization's strategy as a contingency factor affecting human resource system [19], [33], [64]. Human resource system which have internal and external alignment are believed capable to give greater contribution to organizational performance achievement, compared with human resource system that do not [4], [10], [19], [31], [42], [64], [63], [72], [76].…”

Section: Introductionmentioning

confidence: 99%

Behavioral Perspective of Strategic Human Resource Management: Theoretical Causality Model

Junita¹

2016

Proceedings of the 2016 Global Conference on Business, Management and Entrepreneurship

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Abstract-this paper is a holistic study of how value is created in organization, from behavioral perspective of strategic human resource management. Alignment between organizational strategies, human resource system and employee role behavior contribute significantly to organizational performance. However, theoretical and empirical studies exist previously, analyzed causal relationships between variables in behavioral perspective of strategic human resource management in linear manner. The main objective of this paper is to synthesize theoretical and empirical studies related to causal relationships between variables in behavioral perspective of strategic human resource management. The results of literature review indicate that there are interdependence relationship between variables in behavioral perspective of strategic human resource management. That interdependence relationships are illustrated in integrative theoretical model in behavioral perspective of strategic human resource management, which become a major contribution of this paper. Suggested theoretical model can be used to improve understanding of how organizational performance is achieved by optimizing strengthens of organization's internal resources. Further empirical studies are needed to understand interdependence relationships between variables by relying on empirical data.

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Strategic Human Resources Management: A Review of the Literature and a Proposed Typology

Cited by 331 publications

References 0 publications

The contribution of core employees to organizational capabilities and efficiency

The contribution of core employees to organizational capabilities and efficiency

Testing The Moderating Effect of the Strategy on the Relationship between Human Resources Management and Performance: A Subgroup Analysis. The Case of Tunisia

Behavioral Perspective of Strategic Human Resource Management: Theoretical Causality Model

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