resources through the design of an

collardsdebonairManagement

Nov 6, 2013 (4 years and 7 days ago)

61 views

1

The nurture of knowledge
-
based
resources through the design of an
architecture of human resource
management systems: implications
for strategic management


指導老師:張菽萱博士

學生:胡素琴
(94312016)


2

Abstract(1)


It develops a framework for analysing
the building of a firm
'
s sustained
competitive advantage.


1.Resource
-
based view of the firm


2.Knowledge management view of firm


3.Organisational learning


4.Human resources management


3

Introduction

1


Knowledge base in the firm is central
to the achievement and maintenance
of a long term competitive advantage.

The purpose of this paper is to
provide a framework for thinking
about contemporary issues in
strategic management and to lay out
an agenda for future research.

4

Introduction

2
):

Section 2 resource and capabilities
theory of the firm

Section 3 different HRMS can
contribute to the creation of strategic
knowledge
-
based resources.

Section 4 holistic model

Conclusions


5


2 A dynamic approach of


organisational strategy


The resource
-
based view of the firm
is one of the chosen elements to
build our conceptual framework.



A sustained competitive advantage
exists only when other firms are
incapable of duplicating the benefits
of a competitive advantage.



6

2 A dynamic approach of


organisational strategy

The main characteristics of the resource
-
based
view of the firm are the following



1. internally developed and accumulated


2. tacit nature and social complexity


3. development from skill and


organisational learning


4. non
-
mobile and firm specific nature


5. learning, resource stock, developed levels

7

2 A dynamic approach of


organisational strategy


The competitive success of a strategy
depends on its intangible resources,
but at the same time, the dynamics of
intangible resources is also strongly
determined by the content of the
strategy.


The resource
-
based view of the firm
provides scarce insights about what
happens in the ‘black
-
box’ of the firm.


8


3.
Strategic human resource


management and sustained


competitive advantage


Human resources systems can
contribute to sustained competitive
advantage through facilitating the
development of resources that are
firm specific, produce complex social
relationships, are embedded in a
firm’s history and culture and
generate tacit knowledge.


9

Figure 1 A model of human resources
as a source of competitive advantage



Human

capital pool

Human

resource

behavior

Sustained


competitive


advantage

Human

Capital pool

Human

resource


10

3.
Strategic human resource


management and sustained


competitive advantage


Individual level
(human capital)


Group level
(relational capital)


Organisational
level (structural
capital)


11

3.
Strategic human resource


management and sustained


competitive advantage

The management of human capital
often can be broken down into
‘market
-
or
-
buy’ decisions.


Human resource managers need to
design an ad hoc system for the
development of a specific type of
knowledge.

12

Figure 2 Theoretical model




Characteristics


of human capital


-
Value


-
Uniqueness


Employment


modes


-
Develop


-
Acquire

Employment

relationships

-
Organizational

-
Symbiotic



HR configurations


-
commitment


-
market
-
based



13

HRMS

Sustained

competitive

advantage

Organizational

performance

Resource

and

capabilities

theory


SHRM

Organizational

Learning

And

Knowledge

management


14

15

Summarize the hyhptheses of model

16

4 A holistic theoretical model


the link between human
resources management and
knowledge management

We propose a SEM with PLS to test
our model.

PLS


-
A rule of thumb


-
Internal consistency measure


-
AVE





17

5 Conclusions

HRMS allows to build human capital
tailored for a firm’s specific needs as
well as it helps developing employees
with idiosyncratic knowledge, which is
the foundation for building a
sustainable competitive advantage.

Avoid making that key knowledge
owned by certain individuals
disappear if these individuals decide
to leave the firm.

18

Thank you for you attention