Challenging (Strategic) Human Resource Management Theory
Erasmus University Rotterdam (EUR) - Erasmus School of Economics (ESE); Erasmus Research Institute of Management (ERIM)
Tilburg University - Faculty of Social and Behavioural Sciences; Utrecht University of Applied Sciences
February 2002 5,
ERIM Report Series Reference No. ERS-2002-40-ORG
To fully understand the relationship between human resource management and performance in different contexts, we are in need of a synthesis between resource-based theory and new institutionalism. We argue that differences in institutional settings (between for example countries or branches of industry) affect the shaping of HRM. In this paper we develop a conceptual model (human resource based theory of the firm) that will be illustrated by means of empirical evidence on macro, meso and micro level. The model enables to analyze the interaction between industrial relations and human resource management at different levels (international, national, branch of industry, company-level) and how that affects the shaping of HR policies in a specific company. In this way the paper broadens the present HRM and Performance debate by explicitly taking into account factors that are decisive in shaping HR policies. Factors like the product-market-technology dimension, administrative heritage, the social-cultural-legal dimension and the dominant coalition with its degree of leeway.
Number of Pages in PDF File: 33
Keywords: human resource management, performance, HRM theory, resource based view, new institutionalism
JEL Classification: M, M10, L2, M12working papers series
Date posted: February 18, 2003
© 2013 Social Science Electronic Publishing, Inc. All Rights Reserved.
This page was processed by apollo3 in 0.500 seconds