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The authors identify the key challenges facing strategic human resource management (SHRM) going forward and discuss several new directions in both theThe field of strategic human resources management (SHRM) has enjoyed a remarkable ascendancy during the past two decades, as both an academic literature and focus of management practice. The parallel growth in both the research literature and interest among practicing managers is a notable departure from the more common experience, where managers are either unaware or simply uninterested in scholarly developments in our field. As the field of HR strategy begins to mature, we believe that it is time to take stock of where it stands as both a field of inquiry and management practice. Although drawing on nearly two decades of 898 † †We are grateful to Steve Frenkel, Dave Lepak, and seminar participants at Monash University for comments on an earlier version of this article.

No abstract

The authors identify the key challenges facing strategic human resource management (SHRM) going forward and discuss several new directions in both theThe field of strategic human resources management (SHRM) has enjoyed a remarkable ascendancy during the past two decades, as both an academic literature and focus of management practice. The parallel growth in both the research literature and interest among practicing managers is a notable departure from the more common experience, where managers are either unaware or simply uninterested in scholarly developments in our field. As the field of HR strategy begins to mature, we believe that it is time to take stock of where it stands as both a field of inquiry and management practice. Although drawing on nearly two decades of 898 † †We are grateful to Steve Frenkel, Dave Lepak, and seminar participants at Monash University for comments on an earlier version of this article.

No abstract