Human resources and the resource based view of the firm

Wright, Patrick M.; Dunford, Benjamin B.; Snell, Scott A.

doi:10.1177/014920630102700607

Cited by 1,765 publications

(1,234 citation statements)

References 76 publications

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“…According to Wright et al (2001), a firm's human resource was different from human resource practices. The former referred to human capital pool (i.e.…”

Section: Human Resource Practicementioning

confidence: 99%

Capabilities-Based Forecasting Model for Innovation Development in Small-and-Medium Construction Firms (Smcfs)

Chen

Lee

Yap

et al. 2018

Journal of Civil Engineering and Management

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Abstract.Triggering innovation among Small-and-Medium Construction Firms (SMCFs) is of paramount importance to gear up the growth of construction firms. Thus, this study aims to develop a Capability-Based forecasting model for innovation development in SMCFs. Built on 157 questionnaires, the model was tested using partial least squares (PLS) technique of structural equation modelling (SEM). The practicality and robustness of this model was then validated by 12 experts. Findings affirm SMCFs making use of multiple Capability-Based approaches would be able to secure their performance via innovation activities. For academia, the new model contributes to the stream of construction innovation management by integrating both technological and organizational innovations in a single framework. For practitioners and policymakers, the model offers valuable input for continuing growth of SMCFs via innovation.

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“…According to Wright et al (2001), a firm's human resource was different from human resource practices. The former referred to human capital pool (i.e.…”

Section: Human Resource Practicementioning

confidence: 99%

Capabilities-Based Forecasting Model for Innovation Development in Small-and-Medium Construction Firms (Smcfs)

Chen

Lee

Yap

et al. 2018

Journal of Civil Engineering and Management

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“…Typically, empirical studies demonstrated human resource management affect to the development and exploitation of intellectual capital (Wright, Dunford & Snell, 2001), knowledge creation & product development (Collins & Smith, 2006) and organizational learning (Snell, Youndt & Wright, 1996). These factors in turn facilitate the innovation in business.…”

Section: Critical Successful Factors For Innovationmentioning

confidence: 99%

Critical successful factors for innovation in vietnamese firms

Nam

Tuân²,

Minh

2017

JIEM

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Abstract:Purpose: Innovation is considered as a core element of sustainable competitive advantage in the rapidly changing environment. However, in Vietnam, researches on innovation are very rare, which are mostly general reports without underlying analyses of innovation in firms, especially determinants for innovation. Therefore, this paper focuses on analyzing critical successful factors for innovation in Vietnamese firms. Originality/value: This study makes a contribution for both academics and practitioners. For academics, this study provided one more empirical evidence of the determinants for innovation.Regarding practical implications, this study suggests that Vietnamese companies have to strengthen capabilities for employees through training, encourage generation of new ideas, rule breaking, and innovative behaviors by organizational members. Together, having high awareness of innovation, building rational innovation strategy and policy is essential factors that firms should possess and develop to enhance innovation performance. Although there is no confirmation for impact of finance on innovation level, firms should understand that increasing innovation investment can bring favorable condition to create innovation especially in SMEs.

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“…For example, Wright et al (2001) argue that HPWS affect firm performance in many different ways and give one example that ". .…”

Section: Communication and Participationmentioning

confidence: 99%

Exploring the impact of high performance work systems in professional service firms: A practices-resources-uses-performance approach.

Fu¹

2013

Consulting Psychology Journal: Practice and Research

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This article aims to explore how a system of human resource management (HRM) practices influence firm performance in a professional service context. It integrates multidisciplinary theory and research findings. The system of HRM practices are labeled as high performance work systems (HPWS). In this article, it is proposed that HPWS influence firm performance through two steps: (1) by creating resources of human, social and organizational capital; and (2) by efficient uses of these resources. It indicates that firms using higher level of HPWS will experience better performance. The underlying mechanism is that HPWS first promote employees' ability, relationships, and opportunities; that is, the resources. These resources then facilitate the uses process, which is represented by 4 means: (1) sensing the changes in the external environment; (2) team formation and utilization; (3) leveraging knowledge from seniors to juniors; and (4) combining and exchanging knowledge. Uses finally lead to higher organizational performance. This approach is called the practices-resources-uses-performance linkage model. Employing this linkage process tool, managers are able to diagnose the requirements for organizational development. They can effectively adopt and implement HPWS. This article introduces a novel perspective for investigating the underlying mediating mechanisms that explain the link between HPWS and Professional Service Firm (PSF) performance.

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Human resources and the resource based view of the firm

Cited by 1,765 publications

References 76 publications

Capabilities-Based Forecasting Model for Innovation Development in Small-and-Medium Construction Firms (Smcfs)

Capabilities-Based Forecasting Model for Innovation Development in Small-and-Medium Construction Firms (Smcfs)

Critical successful factors for innovation in vietnamese firms

Exploring the impact of high performance work systems in professional service firms: A practices-resources-uses-performance approach.

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