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Strategies to Retain Resources of Specialists and Executives. Managerial Assessments and ImplementationIn this study, we analyze which strategies HR managers regard as appropriate to retain specialists' and executives' resources, i.e. their strategically relevant competences, and which strategies HR managers actually use. On the basis of compliance theory and resource dependence theory we develop a taxonomy of five retention strategies that are apt to secure the accrual and retention of critical resources. The results of a cluster analysis based on data from interviews with top HR managers of 159 German companies support our theoretical considerations. At the same time, they reveal a large gap between the assessment of the appropriateness of retention strategies and their implementation, that we cannot explain completely. We discuss implications for managerial practice and research. Our contribution to HR research stems in particular from our focus on the organizational level of company retention practices and by applying resource dependence theory to explain a company's choice of retention strategies. This perspective highlights the close relationship between employee retention, recruitment and knowledge management as complementary strategies to retain resources.

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