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1.
We know very little about how ethical climates are built and the potential role of a firm's HR system in facilitating the development of this resource. The resource‐based view (RBV) of the firm suggests that human resource systems directly influence a firm's performance through the development of resources that are deeply woven in a firm's history and culture. How this occurs though has not been thoroughly considered in the research literature. Drawing on the theoretical insights from the resource‐based view of the firm, this article explores how HR systems can foster the development and maintenance of five types of ethical climates. In so doing, this article improves our conceptual understanding of why ethical climates may be seen as having strategic value for firms and how HR systems may influence that value. In addition, it contributes to theory by extending the domain of the resource‐based view of the firm by exploring its integration with the varied types of ethical climates. © 2014 Wiley Periodicals, Inc. 相似文献
2.
This article addresses the issues regarding the usefulness of the resource‐advantage (R‐A) theory of competition for supply chain management research that are raised in commentaries by Barney (2012) and Priem and Swink (2012). In response, we expand the discussion initiated in Hunt and Davis (2008) that compares R‐A theory with the resource‐based view, draw similarities between R‐A theory and the demand‐side perspective, and further explicate the foundations of R‐A theory. In doing so this article provides a “way forward” for both SCM researchers and RBV theorists. 相似文献
3.
Bruce E. Kaufman 《Human Resource Management Journal》2015,25(4):516-540
The resource‐based view (RBV) of the firm is a guiding paradigm for strategic HRM research. This article explores the RBV–strategic HRM intersection, identifies and critiques RBV weaknesses and problem areas, develops new implications for RBV–strategic HRM theory and empirical work, and develops an alternative economics‐based decision model for making HRM choices. The article focuses on four RBV–strategic HRM dimensions: HRM performance and the ‘no rules for riches’ proposition; alternative definitions of value and competitive advantage and implications for strategic HRM's dependent variable; neglect of marginal decision rules and consequent misprediction of optimal HRM adoption; and the impact on employee relations of RBV‐guided rent‐capture practices. Numerous implications for theory and practice are developed; also suggested is a new paradigm approach for strategic HRM theory. 相似文献
4.
Michael Beer 《人力资源管理》2015,54(3):417-421
I agree with Bruce Kaufman's evaluation of the HRM field and the danger to its relevance if change does not take place in the field's almost exclusive use of normal science, lack of focus on organizational change and development and indifference to the development of useful and usable knowledge. I use the development of the Harvard Business School's first‐ever required course in HRM and Managing Human Assets, the book that grew from the course, to illustrate why and how the strategic HRM perspective of the book emerged. I go on to argue that we do not need more proof that HRM practices are associated with financial performance. The best CEOs already believe this, though they need knowledge and practices that will enable them to develop a positive sustainable HRM system. HRM research, both normal and action science, must answer the question of how a “great” HRM system—practices, leadership, organization design, culture, and change processes—might be developed over time (its takes years) and how great companies can avoid the liquidation of intangible assets in the face of pressures for short‐term performance. I describe my own work to illustrate the future direction HRM should take methodologically and conceptually. © 2015 Wiley Periodicals, Inc. 相似文献
5.
Wayne F. Cascio 《人力资源管理》2015,54(3):423-426
Strategic human resource management (SHRM) is the choice, alignment, and integration of an organization's HRM system so its human capital resources most effectively contribute to strategic business objectives. Kaufman's review (this issue) of four books in the field revealed key differences in two areas: the intended audience (academics and general managers versus researchers only) and orientation (the use of field observer and participant observation methods versus ivory tower scientism). Overemphasis on the latter produces research that is relevant only to academics and that is not used in organizations. I argue, as have others, that in addition to rigor, a successful scientific discipline must prove itself relevant to the society in which it is embedded. Hence, the objectives of SHRM should be twofold: to influence academic thinking and conceptualizing, but also to alter the way managers set priorities and make decisions. To do that, researchers have to work directly with managers. The challenge is to create models that reflect a broader view of performance as well as more complete taxonomies of internal and external factors that help shape business and HR strategies. © 2015 Wiley Periodicals, Inc. 相似文献
6.
Patrizia Fanasch 《Business Strategy and the Environment》2019,28(4):611-628
Owing to the increased trend for organic products and the concept of sustainable development, firms must invest in valuable and unique resources to achieve long‐term success and gain competitive advantages. Building on insights from the resource‐based view and natural‐resource‐based view of the firm, the study focuses on the contribution of corporate reputation and eco‐certification as intangible influences on corporate performance. Duration analysis is applied on a sample of 1,572 German wineries over the period 1994 to 2017. The results indicate that individual reputation and eco‐certification have a statistically significant and positively impact on corporate performance, whereas there is no clear evidence of this relationship for collective reputation. In addition, especially those firms with high individual reputation benefit most from eco‐certification. These results are robust across different parametric and semiparametric model estimations. 相似文献
7.
Jay B. Barney 《Journal of Supply Chain Management》2012,48(2):3-6
Contrary to Ramsay's (2001) conclusion and Hunt and Davis's (2008) positioning of their recent article, resource‐based theory suggests that purchasing and supply chain management will often have the attributes that can enable them to be sources of sustained competitive advantage. 相似文献
8.
Professor Bruce Kaufman's look back at two seminal books published at the beginning of the strategic HRM field and examination of two recent books to trace the evolution of the field identifies some issues, but ones with which the field has dealt for a number of years. His choice of our book HRM and Performance provided the wrong target, and consequently his analysis seemed to miss the mark. © 2015 Wiley Periodicals, Inc. 相似文献
9.
Constantinos S. Lioukas Jeffrey J. Reuer Maurizio Zollo 《Journal of Management Studies》2016,53(2):161-183
This paper adopts a contingency approach to the resource‐based view (RBV) of the firm and seeks to establish boundary conditions for the value of certain information technology (IT) capabilities. We first identify inter‐organizational alliances as a specific strategy context in which IT capabilities are particularly valuable. We then consider more detailed boundary conditions that can shape the value of these capabilities within the alliance context. Our study shows that firms with better IT capabilities can derive greater value from an alliance, yet this effect also varies across different types of alliances depending on an individual alliance's characteristics. Specifically, IT capabilities are more valuable for alliances with a non‐equity governance structure, as well as those involving a high degree of interdependence between partners. We highlight the implications of our findings for opportunities to advance the RBV. 相似文献
10.
A growing number of firms are considering the incorporation of environmental thinking into their business strategies, hoping to improve their competitiveness. In this paper, we analyze the effects of pollution prevention and service stewardship capabilities on firm differentiation advantage in the third‐party logistics industry. Since prior research claims that complementary assets play an important role in fully understanding the environmental‐management‐competitiveness link, we furthermore examine the moderating role of environmental communication on the pollution‐prevention‐differentiation and the service‐stewardship‐differentiation linkages. We theoretically base our research in natural‐resource‐based thinking. Drawing on survey data, we apply multivariate regression and moderation analysis. The results highlight that pollution prevention and service stewardship capabilities can help third‐party logistics providers to achieve a differentiation advantage. Also, the results show that environmental communication moderates the effect of pollution prevention on differentiation advantage and can hence be considered a valuable complementary asset. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment. 相似文献
11.
When and how can supply chain management (SCM) be a source of long‐term competitive advantage for the firm? We revisit and update arguments recently advanced by Hunt and Davis (2008) in this journal concerning which theoretical perspectives — the resource‐based view of strategy or resource‐advantage theory — may provide the most useful “lenses” for SCM scholars interested in addressing these critical questions. In this brief article we suggest that SCM research addressing questions of competitive advantage can be enhanced by a more rigorous definition of resources and by a more system‐wide view of competition. We also recommend that the nascent demand‐side perspective on strategic management can serve to provide new insights and a more complete understanding of SCM's role in competition. While the existing SCM literature offers a few examples of this perspective, in our opinion this remains an unfulfilled opportunity for SCM scholars. 相似文献
12.
Rudolf Leuschner Dale S. Rogers Franois F. Charvet 《Journal of Supply Chain Management》2013,49(2):34-57
As supply chain activities become more dispersed among customers, suppliers and service providers, there is an increased need for customers and suppliers to work together more closely. Supply chain integration (SCI) has been a highly researched topic during the last 20 years. A meta‐analytic approach is used to provide a quantitative review of the empirical literature in SCI, and examines relevant design and contextual factors. Eighty independent samples across 86 peer‐reviewed journal articles, yielding a total of 17,467 observations, were obtained and analyzed. While general support exists in favor of the positive impact of SCI on firm performance in the literature, this research helps clarify mixed findings that presently exist. Our results indicate that there is a positive and significant correlation between SCI and firm performance. Additional subgroups and moderators are tested and provide nuanced views of the scope and specific dimensions of SCI, firm performance and their relationships. 相似文献
13.
Astrid Haesli & Peter Boxall 《International Journal of Human Resource Management》2013,24(11):1955-1975
The resource-based view and the knowledge-based view are important developments in strategic management theory, and ‘knowledge management’ has exploded in the popular management literature. There is, however, little empirical literature that explores the connections between firms' attempts at knowledge management and their HR strategies. In this paper, we focus particularly on links between knowledge management and staffing practices. High-technology manufacturing was selected as the site of our research, as high-technology firms rely on highly skilled employees to innovate and develop new products and are therefore an ideal environment for exploring the strategies employed for both managing knowledge, and recruiting and retaining employees. Drawing particularly on the work of Hansen et al. (1999), this paper identifies and explores two fits between knowledge management and HR strategy or what we call KM-HR configurations: ‘personalization-retention’ and ‘codification-recruitment’. We argue that there is no one way to manage knowledge and its links to HRM and build a simple framework of potential KM-HR configurations with propositions for future research. 相似文献
14.
The resource‐based view (RBV) of the firm has been consistently used as a backdrop in strategic human resource management (SHRM) research and has the potential to bridge the ‘micro–macro’ divide. The tension between the SHRM and the strategic human capital literature, however, signifies that RBV has not reached its potential. In this paper, we begin with a brief review of the conceptual logic linking human resource management (HRM) practices and firm outcomes that aim at highlighting the different treatment of RBV in the SHRM and strategic human capital literatures. We then propose a conceptual model that suggests that HRM practices are not simple levers that enable firms to create sustainable competitive advantage, as most of the strategic human capital research postulates. On the contrary, we argue that HRM practices can contribute to a firm's sustainable competitive advantage not only by enhancing employees' ability, and offering motivation and opportunities, but also by shaping supply‐side and demand‐side mobility constraints. 相似文献
15.
This article elaborates on extant literature on employee mobility by focusing on how the movement of personnel between competitors affects their competitive positions. Our mixed‐methods study of 402 head‐to‐head encounters from the English Premier League (2000–2005) reveals that transferred players improve the performance of the recipient team in head‐to‐head encounters against the donor. We also provide evidence that competitive arousal, as triggered by anger and pressures for proving loyalty to the recipient organization, as well as knowledge of the donor team's routines, explain the superior performance of transferred players. These results question the traditional view that organizational routines are not transferable through employee mobility. They also move beyond a prior emphasis on the negative effects of emotional states such as anger and competitive arousal, highlighting how these can occasionally be beneficial. © 2012 Wiley Periodicals, Inc. 相似文献
16.
Marilyn T. Lucas 《Business Strategy and the Environment》2010,19(8):543-556
This paper proposes an integrating framework, based on theoretical concepts from the fields of strategic management and ecological economics, to enhance our understanding of environmental management practices (EMPs) and their relationship to sustainable competitive advantage. Starting with an expansion of the resource‐based view of the firm to include the natural environment, the article next engages the interdisciplinary field of ecological economics and its thermodynamic approach to ‘joint production’ to provide additional insights into the challenges and opportunities brought by a bio‐physically constrained economy. Informed by this understanding, the article then categorizes examples of EMPs drawn from the literature and discusses their potential impact on competitiveness. The paper concludes with a discussion of implications for future research in the hope that the proposed framework will stimulate debate and lead to a fuller understanding of the impact of environmental management in the 21st century. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment. 相似文献
17.
Research has shown that superior supply chain effectiveness can yield enhanced firm financial performance. However, existing research does not use a consistent definition or a comprehensive list of supply chain leader firms. Using matched sample comparison, this study investigates the robustness of the relationship between supply chain effectiveness and the overall financial health of firms viewed as supply chain leaders by using AMR's supply chain top 25 list. We hypothesize that firms that have been identified by AMR as supply chain leaders will be more financially healthy than nonsupply chain leaders. That is, they will have better cost, activity, and liquidity ratios. The findings indicate that firms identified as supply chain leaders outperform their nonsupply chain leader peers in accounting‐based activity, cost, and liquidity measures. 相似文献
18.
A key issue for strategic supply chain management research is whether purchasing can be a source of long‐term competitive advantage. Recent resource‐based works in strategic management suggest that purchasing cannot be a source of long‐term competitive advantage. In contrast, recent works in supply chain management suggest that purchasing can be such a source. This article explains why works in strategic management and supply chain management come to such radically different conclusions on purchasing strategy. Specifically, this article points out that the negative conclusion concerning purchasing strategy is derived from theories of competition based on the neoclassical, equilibrium economics research tradition. Therefore, the positive case for strategic purchasing needs to be grounded in a research tradition that provides a clean break from the neoclassical, equilibrium economics research tradition. The authors discuss the characteristics of what has come to be labeled “the resource‐advantage research tradition” and offer it as an appropriate grounding for purchasing strategy, in particular, and supply chain management, in general. 相似文献
19.
MICHAEL A. HITT 《Journal of Supply Chain Management》2011,47(1):9-13
This article examines the relevance of several prominent theoretical perspectives in strategic management for supply chain management. The resource‐based view of the firm, transaction cost economics, organization learning theory and social capital are reviewed for their applicability to important research questions in supply chain management. The work includes a discussion of some common strategic management research methods that can be useful in supply chain management research. The paper concludes that the research in strategic management and supply chain management are complementary and that both fields could benefit from more integration of the work from both. 相似文献
20.
Hendrik Klier Christian Schwens Florian B. Zapkau Desislava Dikova 《Journal of Management Studies》2017,54(3):304-339
Firm resources play an important role in explaining the foreign establishment mode choice. However, a theoretical framework that simultaneously a) differentiates between heterogeneous types of resources, b) provides a rationale that consistently explains how firms adapt their establishment mode choice to their resource base, and c) reflects on contextual factors that intervene in the consistency of the direct relationships is largely missing. The present paper draws on the resource‐based view (RBV) to develop such a framework. More specifically, we study the effect of knowledge‐based and experience‐based resources on a firm's establishment mode choice and the moderating impact of cultural distance on these relationships. We validate our theoretical framework by a meta‐analysis (integrating 31 studies with 13,559 establishment mode choices) and find that knowledge‐based resources enhance a firm's propensity for greenfield investments, while experience‐based resources more likely lead to acquisitions. Further, cultural distance increases knowledge‐intensive firms’ preference for greenfield investments. 相似文献