The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management

Responsible Leadership Helps Retain Talent in India

“…Talent retention is a sine quo non for achieving competitive success (Barney 1991;Colbert 2004) because undesired turnover has a negative impact on an organization's profitability and survival (Cascio 2000). Without responsible leadership committed to a business strategy which addresses the development of talent and its retention, the long-term viability of a firm is tenuous.…”

A hybridism model of differentiated human resource management effectiveness in Chinese context

“…In turn, the differentiated HRM settings serve as a pivotal bridge to incorporate an integrative alignment among diverse processes and a heterogeneous workforce, constituting a "complex system" (Colbert, 2004) that supports a firm's competitive advantage. Furthermore, following the consistency of organizational strategic processes (Teece, Pisan, & Shuen, 1997), Zhou and Hong (2008) present the notion of complementary similarities among differentiated HRM systems that have been targeting those respective processes.…”

International Strategy Configurations of the World’s Top Family Firms

“…From a resource-based theoretical perspective (Barney 1991, Grant 1991, Wernerfelt 1984, collis 1995, Habbershon et al 1999, Barney 2002, colbert 2004, eddleston et al 2008, Sirmon et al 2008, sustainable competitive advantages would need to reflect idiosyncratic resource-orientated biases of family vis-à-vis non-family firms, enabling them to offset any overarching threat of imitation 1 . Patient capital, leading in turn to longer term stewardship and sustained innovation, emerges as one such critical advantage (Miller et al 2008, Sirmon et al 2008, though this is not always the case (carney 2005).…”