Exploration and exploitation business strategies and the contingent fit of alternative HR systems

Abstract

This chapter develops a theoretical model using the equifinality perspective to connect multiple systems of HR practices to alternative organizational structure types. We argue that firms following an exploitation strategy maintain competitive advantage through high levels of efficiency and reliability in production and delivery of existing products or services. Firms following an exploration strategy maintain a competitive advantage through continuous innovation and knowledge exchange and combination. Hence, organizations are more likely to successfully execute either strategy by implementing an HR system that would create the organizational structural characteristics that support the workforce requirements of the chosen strategy.

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