Preprintgreen1998

From Human Resource Strategy to Organizational Effectiveness: Lessons from Research on Organizational Agility

119 citations0/0 files storedeCommons (Cornell University)

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Human Resource and Talent Management Management and Organizational Practices Collaboration in agile enterprises

Abstract

As a field of study and practice, strategic human resource management (SHRM) has come a long way in recent years. Still, at this point, the domain incorporating and connecting human resource strategy (HRS) and organizational effectiveness (OE) is essentially a theoretical and empirical "black box". Here we use our ongoing research on people in agile organizations to peer into this "black box" and draw implications for future theorizing and research. Suggestions are made for reconceptualizing OE, incorporating organizational capability as a key concept, taking a broader than usual view of HRS, and systematically assessing vertical and horizontal alignment of HR activities.

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References

2004Firm resources and sustained competitive advantage 1997Dynamic capabilities and strategic management 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.1997The balanced scorecard: Translating strategy into action 1990The Fifth Discipline 1996MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS.1994EFFECTS OF HUMAN RESOURCE SYSTEMS ON MANUFACTURING PERFORMANCE AND TURNOVER.1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS.

Cited by

2012Strategic Human Resource Management 2011Relationships between human resource management practices and organizational learning capability 2018Strategic human resource management practices and organizational resilience 2007The problem of action and interest alignment: Beyond job requirements and incentive compensation 2001Virtual HR Departments: Getting Out of the Middle 2019

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