Cornell University Scott A. Snell Cornell University Patrick M. Wright Cornell University This paper is posted at DigitalCommons@ILR. http://digitalcommons.ilr.cornell.edu/cahrswp/284 CAHRS at Cornell University 187 Ives Hall Ithaca‚ NY 14853-3901 USA Tel. 607 255-9358 www.ilr.cornell.edu/CAHRS WORKING PAPER SERIES A Resource-Based View of International Human Resources: Toward a Framework of Integrative and Creative Capabilities Shad S. Morris Scott A. Snell Patrick M. Wright Working
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2012) Rose‚ E Shirvastava‚ S. and Shaw‚ J.B. (2003) “Liberating HR through technology”‚ Human Resource Management‚ 42 (3)‚ pp. 201-222 [online]. Available at: http://ezproxy.napier.ac.uk:2299/doi/10.1002/hrm.10081/pdf (Accessed 10th November 2012) Snell‚ S Strohmeier‚ S. (2007) “Research in e-HRM: Review and Implications”‚ Human Resource Management Review‚ 17‚ pp.19–37 [online]. Available at: http://wed.siu.edu/faculty/CSims/560/e-HRM%20Research.pdf (Accessed 10th November 2012) Tannenbaum‚ S Ulrich
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Study Question: Contrast the best-fit with the resourced based approach to human resource strategy. Sabrina Kuschminder Essay Globalisation and the rapid growth in technology and communication changed the competitive environment of companies‚ because they compete against foreign firms‚ both domestically and abroad (Gómez-Mejía et al. 2007 and Wright‚ P. 2008) and nowadays the global presence by itself is not enough to guarantee global competitive advantages (Gupta and Govindarajan 2001)
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firm performance in an emerging economy Baird‚ L.‚ & Meshoulam‚ I. (1988). Managing two fits of strategic human resource management. Barney‚ J. (1991). Firm resources and sustained competitive advantage. Journal of Management‚ 17(1)‚ 99. Batt‚ R. (1999). Work organization‚ technology‚ and performance in customer service and sales. Becker‚ B. E.‚ & Huselid‚ M. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial applications Becker‚ B.‚ & Gerhart‚ B
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HR Research References Agarwala‚ T. (2003). "Innovative human resource practices and organizational commitment: an empirical investigation " International Journal of Human Resource Management 14(2): 175-197. Arthur‚ J. B. (1994). "Effects of human resource systems on manufacturing performance and turnover " Academy of Management Journal 37(3): 670-688. Audea‚ T.‚ S. Teo‚ et al. (2005). "HRM professionals and their perceptions of HRM and firm performance in the Philippines." International Journal
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Administrative Science Quarterly‚ 22‚ pp 95-113. Pfeffer‚ J‚ (1998) “Seven practices of successful organizations”‚ California Management Review‚ vol. 40‚ no. 2‚ pp 96-124 TARP (1997)‚ Customer Care Call Centers Benchmarking Study Taylor‚ P & Bain‚ P‚ (1999) “An assembly line in the head: work and employee relations in the call center”. Industrial Relations Journal 30:2‚ pp101-117 Tissot‚ T‚ (1995) Yin‚ R‚ (1981) The case study crisis. Adminstrative Science Quarterly. March Vol 26 pp 58-65.
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suitable candidates are thus‚ able to be recruited and selected during their career development (Crawford 2004). It has been argued that in order for the firm to build and sustain the competitive advantage‚ proper staffing is critical (Wright & Snell 1991‚ Boxall 1996). Recruitment and selection is a major HRM function as it encompasses all organisational practices and decisions. Recent technological advances‚ globalisation‚ social trends and changes within organisations have brought new challenges
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survival and financial success of the organization (Kuratko‚ Ireland‚ & Hornsby‚ 2001). Carneiro (2001) argues that an organization should have the capacity to exploit its knowledge and learning capabilities‚ as a competitive strategy. Further Cullen (1999) argues the significance of both individual and organizational learning in order to develop organizational capacities. It can be said that HRD plays a more crucial role than ever before. Ways in which HRD can play a strategic role within an organization
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Today‚ human resources are seen as "the available talents and energies of people who are available to an organization as potential contributors to the creation and realization of the organization’s mission‚ vision‚ strategy and goals" (Jackson and Schuler‚ 2000‚ p. 37).There exist two models that seek to describe what strategy is and how an organization should develop such strategy. The first model known as the Industrial Organization (I/O) model is based on the assumption that firms competing in
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NJ: PrenticeHall. Gerhart‚ B. (2007). ‘Modeling HRM and performance linkages’‚ in P. Boxall‚ J. Purcell and P. Wright (eds)‚ The Oxford Handbook of Human Resource Management‚ Oxford: Oxford University Press‚ Gerhart‚ B.‚ Wright‚ P.‚ McMahan‚ G. and Snell‚ S. (2000). ‘Measurement error in research on human resources and firm performance: how much error is there and does it influence effect size Godard‚ J. (2004). ‘A critical assessment of the high performance paradigm’. British Journal of Industrial Relations
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