Relational Archetypes, Organizational Learning, and Value Creation: Extending the Human Resource Architecture

Sung‐Choon Kang · Shad S. Morris · Scott A. Snell

802 citations0/0 files storedAcademy of Management Review

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Innovation and Knowledge Management Human Resource and Talent Management Management and Organizational Practices

Abstract

Theories of knowledge-based competition emphasize the firm's ability both to explore and to exploit knowledge as the source of value creation. We attempt to bring human resource management directly into this forum by introducing a framework of relational archetypes—entrepreneurial and cooperative—that are derived from unique configurations of three dimensions (structural, affective, and cognitive) of social relations within and across firm boundaries. We identify how human resource configurations can be linked to the strategic management of these relational archetypes.

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References

1973The Strength of Weak Ties 1990Absorptive Capacity: A New Perspective on Learning and Innovation 1997Dynamic capabilities and strategic management 1985Economic Action and Social Structure: The Problem of Embeddedness 1988Social Capital in the Creation of Human Capital 1991Exploration and Exploitation in Organizational Learning 2000Social Capital in the Creation of Human Capital 1994A Dynamic Theory of Organizational Knowledge Creation

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