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Human resources management processes: a value-creating source of competitive advantage

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  • Amit, Raphael
  • Belcourt, Monica

Abstract

HRM processes refer to the deeply-embedded, firm-specific, dynamic routines by which a firm attracts, socializes, trains, motivates, evaluates, and compensates its human resources. This perspective integrates economic considerations with contextual social legitimacy aspects. It provides new lenses on the tacit, and evolutionary aspects of HRM and the value it creates.

Suggested Citation

  • Amit, Raphael & Belcourt, Monica, 1999. "Human resources management processes: a value-creating source of competitive advantage," European Management Journal, Elsevier, vol. 17(2), pages 174-181, April.
    • Handle: RePEc:eee:eurman:v:17:y:1999:i:2:p:174-181
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    Cited by:

    1. Arie Y. Lewin & Silvia Massini & Carine Peeters, 2011. "Microfoundations of Internal and External Absorptive Capacity Routines," Organization Science, INFORMS, vol. 22(1), pages 81-98, February.
    2. Stor Marzena & Poór József & Engle Allen D., 2017. "Juxtaposition of Organizational Competitive Factors and Performance Evaluation in Conjunction with Their Implications for HRM in MNCs: Part One, Contextual Review and Comparison of Central European an," Journal of Intercultural Management, Sciendo, vol. 9(3), pages 79-118, September.
    3. Sophie Hennekam & Jonathan Peterson & Loubna Tahssain-Gay & Jean-Pierre Dumazert, 2019. "Recruitment discrimination: how organizations use social power to circumvent laws and regulations," Post-Print hal-03232777, HAL.
    4. Sophie Hennekam & Jonathan Peterson & Loubna Tahssain-Gay & Jean-Pierre Dumazert, 2021. "Recruitment discrimination: how organizations use social power to circumvent laws and regulations," Post-Print hal-03497498, HAL.

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