Human Resources And The Resource Based View Of The Firm Pdf
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- The resource-based theory and human resources
- The Resource Based View of the Firm and Sustained Competitive Advantage
- Human Resources and the Resource Based View of the Firm
- Human resources and sustained competitive advantage: a resource-based perspective
The resource-based theory and human resources
The management field has seen the emergence of multifarious perspectives, including the resource-based perspective of the firm. Perhaps a more accurate description cannot be proffered than that of Newbert , p. In the process of the critical analysis, categories of critiques of the resource-based view will be presented. The resource-based view abbreviated to RBV will first be explored specifically, and then it will be related to competitive advantage.
To Peter Drucker, also, competitiveness depends on the acquisition, productive use and application of knowledge Drucker , cited in Pesic et al. The RBV has been criticised as implying infinite regress and being adoptable only by large firms with significant market power Kraaijenbrink et al. Since firms are advised to seek superior capabilities for innovation, the firms are led into an endless search for ever higher-order capabilities.
However, Kraaijenbrink et al. As for the latter critique, Kraaijenbrink et al. It is important for a resource to possess four attributes for it to be labelled a source of competitive advantage.
Uniqueness and rarity must exist in the features of the resource amongst current and potential competitors.
If most competitors hold the same valuable resource, they will likely implement the same value creating strategy Cardeal and Antonio, The resource should also be difficult for competitors to imitate. The easy imitability, of a human resource, regardless of possession of valuable and rare features, would quickly be copied by competitors and competitive advantage potential would disappear Cardeal and Antonio, Wright et al.
Lastly, a resource needs to be organisationally appropriate. The resource should not have attributes that can, by competing firms, be substituted with another resource. Gibbert , cited in Kraaijenbrink et al.
However, Levitas and Ndofor refute this critique by claiming the utter possibility of generating useful insights about degrees of resource uniqueness. In the words of Greenwood , p.
It seeks to integrate individual contributions, cooperation, communications, incorporating a larger number of stakeholders pluralism Davidson, McPhail and Barry, , p.
Soft HRM necessitates a more penetrating and intricate management method for full potential to be reached by the human resources Davidson et al. It basically proposes that employees, being a type of resource, need to be seen as ends in themselves Edgar and Geare, , and that HR managers should balance employee-centeredness with strategic partnership within the organisation Brown et al.
Brown, Metz, Cregan and Kulik , p. Recognizing employee concerns aids in identifying effective structures of operation for providing the support that is necessary Brown et al. This study supports the practicality of soft HRM and its status as an approach to creating competitive advantage.
Davidson et al. Barney and Wright use the example of the company, FedEx, which conducts an annual attitude survey to gain insight into its most glaring organisational problems.
This is an example of a practical way by which a firm can apply and encourage soft approaches. Perhaps the most widely recognised model which projects soft approach is the Havard model Beer, Spector, Lawrence, Mills and Walton, The Havard Model argues that one of the fundamental aims of HRM should be to create employee commitment.
In line with the indication of Davidson et al. Hard HRM is contrarily only concerned with the effective utilisation of employees and emphasises the quantitative, calculative and business strategic aspects of managing the head count resource as just another economic factor Edgar and Geare, , p.
It is unitarist in orientation and merely concerns itself with the effective utilisation of employees Guest, , as cited in Edgar and Geare, Edgar and Geare , p. Greenwood , p. Coming to the subject of high performance work systems, the concept behind it revolves around the assertion that there exists a system of work practices that leads to superior organisational performance Boxall and Macky, It is important to note that influencing employee behaviour, attitudes and beliefs is important for management to realise organisational outcomes Boxall and Macky, Consequently, since high employee involvement which influences employee attitudes leads to high employee commitment Boxall and Macky, , and employee commitment is what the Havard model and soft HRM seek to gain, then HPWS — specifically High Involvement Work Systems HIWS — can be inferred to be suitable practices which a firm can use as tools to achieve competitive advantage.
Ananthram, S. Strategic agility and the role of HR as a strategic business partner: An Indian perspective, Asia Pacific journal of human resources , 51 4 , Barney, J.
Firm resources and sustained competitive advantage. Journal of Management, 17, Organizational culture: Can it be a source of sustained competitive advantage? Academy of Management Review, 11, On becoming a strategic partner: The role of human resources in gaining competitive advantage. Human Resource Management, 37 1 , Beer, M. Managing human assets.
New York: Free Press. Boxall, P. Asia Pacific Journal of Human Resources , 45 3 , Research and theory on high-performance work systems: Progressing the high-involvement stream.
Human Resource Management Journal, 19 1 , Brown, M. Strategic human resource management and employee well-being. International Journal of Manpower, 34 7 , Cardeal, N. Valuable, rare, inimitable resources and organization VRIO resources or valuable, rare, inimitable resources VRI capabilities: What leads to competitive advantage? African Journal of Business Management , 6 37 , Connor, T.
The resource-based view of strategy and its value to practising managers. Strategic Change, 11, Edgar, F. Personnel review , 34 5 , Gibbert, M. Journal of Management Inquiry, 15, Greenwood, M. Guest, D. Human resource management, corporate performance and employee wellbeing: Building the worker into HRM.
Journal of Industrial Relations, 44 3 , Kraaijenbrink, J. The resource-based view: A review and assessment of its critiques. Levitas, E. What to do with the resource-based view: A few suggestions for what ails the RBV that supporters and opponents might accept. Michael, C. Newbert, L. Empirical research on the resource-based view of the firm: An assessment and suggestions for future research.
Strategic Management Journal, 28, Pesic, A. Tourism and Management Studies, 2, Roche, W. Human resources in the recession: Managing and representing people at work in Ireland. Rumelt, R. How much does industry matter? Strategic Management Journal, 12, Wernerfelt, B. A resource based view of the firm.
Strategic Management Journal, Wright, M. Human resources and sustained competitive advantage: A resource-based perspective. Center for Effective Organisations. Abel Gaiya Author. Add to cart. Drucker, P. Innovation and Entrepreneurship. New York: Harper and Row. Rothaermel, F.
The Resource Based View of the Firm and Sustained Competitive Advantage
The strategic management of human resources HR has been one of the most rapidly growing areas of research within human resources. In the last decade, there have been numerous empirical examinations and theoretical treatments of the link between HR and firm performance. In this paper, we review this empirical and conceptual literature and highlight areas of agreement and those that need further development. We then begin the process of building a conceptual framework based on this review and the extensive employment systems literature. Using our framework, we then discuss several methodological concerns that must be addressed for continued substantive research to proceed. We conclude with our suggestions for future empirical and conceptual work.
Human Resources and the Resource Based View of the Firm
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It is well grounded in industrial economics and has benefited in its development from a multiplicity of contributions by management writers. But like any developing body of knowledge, it is not short of confusion, ambiguity and conceptual and empirical difficulties. It provides a detailed insight into the logic of the RBV and illuminates its contributions to the debate on the nature of competitive advantage. Fahy, J. Report bugs here.
Human resources and sustained competitive advantage: a resource-based perspective
The management field has seen the emergence of multifarious perspectives, including the resource-based perspective of the firm. Perhaps a more accurate description cannot be proffered than that of Newbert , p. In the process of the critical analysis, categories of critiques of the resource-based view will be presented.
This paper applies the resource-based theory on human resources and analyzes its effect on human resource management. This focus considers that each firm is heterogeneous, and it can keep that heterogeneity for a long period of time. A resource is a kind of production factor which is at the firms' disposal, that is, each one is controlled by the firm in spite of having no property right to it.
Patrick M. Wright 55 Estimated H-index: View Paper. Add to Collection. Unlike practice-oriented discussions that assume the role of human resources as a source of sustained competitive advantage, we use the theoretical concepts from the resource-based view of the firm Wernerfelt, ; Barney, to discuss how human resources meet the criteria for sustained competitive advantage in that they are valuable, rare, inimitable and non-substitutable.
Вот она показалась опять, с нелепо скрюченными конечностями. В девяноста футах внизу, распростертый на острых лопастях главного генератора, лежал Фил Чатрукьян. Тело его обгорело и почернело. Упав, он устроил замыкание основного электропитания шифровалки. Но еще более страшной ей показалась другая фигура, прятавшаяся в тени, где-то в середине длинной лестницы. Ошибиться было невозможно.
Я возьму это на себя, - улыбнулась она, вставая. - Буду у своего терминала. - Как ты думаешь, сколько времени это займет. - Ну… - задумалась Сьюзан. - Это зависит от оперативности, с которой ARA пересылает почту.
Сьюзан - это единственное, что не позволит Стратмору меня уничтожить.
Он лжет, - фыркнула Мидж. - Я два года проверяю отчеты шифровалки. У них всегда все было в полном порядке. - Все когда-то бывает в первый раз, - бесстрастно ответил Бринкерхофф.
Стратмор понял, что ставки повышаются. Он впутал в это дело Сьюзан и должен ее вызволить. Голос его прозвучал, как всегда, твердо: - А как же мой план с Цифровой крепостью. Хейл засмеялся: - Можете пристраивать к ней черный ход - я слова не скажу.
Густые клубы пара окутывали корпус ТРАНСТЕКСТА, ступеньки лестницы были влажными от конденсации, она едва не упала, поскользнувшись. Она нервничала, гадая, сколько еще времени продержится ТРАНСТЕКСТ.
На этом Мидж капитулировала: - Хорошо. Доброй ночи. - Она двинулась к двери. Когда Мидж проходила мимо, Бринкерхофф по выражению ее глаз понял, что она и не думает сдаваться: чутье не позволит ей бездействовать. Бринкерхофф смотрел на массивную фигуру директора, возвышающуюся над письменным столом.
Комнату освещали лишь странные оранжевые блики. В воздухе пахло жженой пластмассой. Вообще говоря, это была не комната, а рушащееся убежище: шторы горели, плексигласовые стены плавились. И тогда она вспомнила .