Sustainable Human Resource Management and Organisational Performance: An Integrating Theoretical Framework for Future Research

Abstract

This paper identifies and analyses six relevant approaches for the analysis of Sustainable Human Resource Management and Organizational Performance: Resource-Based View, Dynamic Capabilities View, Knowledge-Based View, Behavioral Theory, Human Relations Theory, and Cooperative Systems and Ambidextrous Organizations. They are complementarity approaches. They can all be applied to the analysis of a specific resource or capability for sustainable human resource management (HRM) and, consequently, organisational performance. However, the contributions made by the Resource-Based View and the new approach of Ambidextrous Organizations seem to be the most comprehensive approaches for studying sustainable HRM from an internal perspective of firms that allows the long-term development of their organizational and society performance.

Self-Leadership Skills as Intangible Resources for Sustainable Competitive Advantage

“…Research Hypothesis (1): Behaviour-focused strategies as a self-leadership skill has a positive and significant influence on sustainable competitive advantage. As it can be seen in table (4), the correlation analysis between behaviour-focused strategies as a skill of selfleadership as a tangible resource to measure its influence on sustainable competitive advantage in small and medium businesses in Developed countries. The finding revealed that the value of Pearson correlation (r= .776 **, p<0.01), this indicated that there is positive and strong correlation between behaviour-focused strategies as selfleadership skill and sustainable competitive advantage.…”

Contributions to Sustainability in SMEs: Human Resources, Sustainable Product Innovation Performance and the Mediating Role of Employee Creativity

“…A clear example today is the development of the vaccine against Covid-19. Innovation is currently being developed in SMEs around the world with knowledge, motivation, and relationship of all employees [120][121][122][123]. Faced with the current economic and health crisis caused by Covid-19, companies are using their highest levels of innovation and HR to adapt and develop new materials and medical devices in record time, achieving compatibility through the invisible hand of their own legitimate economic interests with the enormous social interests that this field of work entails.…”