Making Strategic Human Capital Relevant: A Time-Sensitive Opportunity

Kryscynski, David; Ulrich, Dave

doi:10.5465/amp.2014.0127

Cited by 41 publications

(21 citation statements)

References 23 publications

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“…However, firm specific human capital is possibly less relevant for competitive advantage than previously thought, and may only be relevant when one or more actors (employees, focal firms, or alternative firms) perceive the human capital as being firm specific (Coff & Raffiee, 2015). Instead, research suggests that employers and employees rarely consider firm specificity (Kryscynski & Ulrich, 2015), and even when human capital is deemed specific, it is likely that some of the skills are transferable (Loewenstein & Spletzer, 1999).…”

Section: Retire This Debatementioning

confidence: 96%

Human capital resources: a call to retire settled debates and to start a few new debates

Nyberg

Reilly

Essman

et al. 2017

The International Journal of Human Resource Management

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The concept of human capital resources (HCRs) is increasingly the predominant mechanism for explaining how organizations compete strategically through attracting, retaining, and developing talent. Despite the increased attention placed on the HCR construct, progress in HCR research has not advanced as rapidly as related scholarly fields. We posit that some of the lag in HCR research can be attributed to the continued focus on established debates. Rather than focusing on understanding how HCRs are developed and can be leveraged to achieve unit performance differentiation, HCR research often seems preoccupied with long-standing battles. In this manuscript, we provide a commentary on the current state of HCR literature, explain why we recommend reducing discussions along three specific HCR debates, and propose alternative HCR topics for researchers to pursue. The link between human resource (HR) policies and practices designed to influence unit 1 performance is the human capital resource (HCR). 2 The HCR, defined as 'individual or unit-level capacities based on [individual knowledge, skills, abilities, and other characteristics] (KSAOs) that are accessible for unit-relevant purposes'

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Section: Retire This Debatementioning

confidence: 96%

Human capital resources: a call to retire settled debates and to start a few new debates

Nyberg

Reilly

Essman

et al. 2017

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

“…Again, this created a situation where two streams of SHRM writing developed relatively independent of one another. Consequently, academic writings became less linked to what is going on in practice (Kryscynski & Ulrich 2015), and practice-oriented writers became less concerned about rigor.…”

Section: Increasing Integration With Practicementioning

confidence: 99%

A Road Well Traveled: The Past, Present, and Future Journey of Strategic Human Resource Management

Wright

Ulrich

2017

Annu. Rev. Organ. Psychol. Organ. Behav.

134

104

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This article provides an overview of the field of strategic human resource management (SHRM) by tracing its roots, describing its current state, and predicting its future directions. We discuss some past stages in the evolution of the field, including eras of conceptual models, empirical examinations, and empirical critiques. We then discuss the present state regarding theory, the human resources (HR) system-performance relationship, multilevel analyses, fit and flexibility, and international HR research. Finally, we propose that future research needs to be more rigorous, more multilevel, more global, more focused on human capital, more integrated with strategy, and more integrated with practice.

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“…Bartunek & Rynes, 2014;Daft & Lewin, 2008). The present paper and the conducted research may be a step to reduce the theory-practice gap following the logic of Kryscynski and Ulrich (2015). Keeping that in mind the author of the present publication claims that the additional perspective of the potential and current customers should be analysed in the described context of employer image and taken into consideration by the managers dealing with that field.…”

Section: Discussionmentioning

confidence: 89%

Employer Image of the Company from the Perspective of Its Customers

Rybaczewska

2017

IJCM

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Background. The present article investigates the complex and interdisciplinary field of the employer image of the company and provides a new perspective on its determinants-the one of potential and current customers instead of the human resources experts. Research aims. The main research aim is to explore the employer image of the telecommunications companies-its specificity, perception and relations with other sub-images. Methodology. Research objects were the opinions and judgements of the respondents concerning, the general and employer image of the mobile telecommunications companies. Research subject was a group of 896 users of mobile telecommunications services selected with the application of the simple random selection methods. The scientific description and analysis of the primary research results was connected with the application of the one-way analysis of variance, t-Student test, two-step clustering, and some further statistical methods. Key findings. Secondary and primary source analyses resulted in the statement that although the employer image is just one of the sub-images of the organisation it is also a very complex and influential field not only from the point of view of the human capital management, but also from the customers'perspective.

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Making Strategic Human Capital Relevant: A Time-Sensitive Opportunity

Cited by 41 publications

References 23 publications

Human capital resources: a call to retire settled debates and to start a few new debates

Human capital resources: a call to retire settled debates and to start a few new debates

A Road Well Traveled: The Past, Present, and Future Journey of Strategic Human Resource Management

Employer Image of the Company from the Perspective of Its Customers

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