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Organizational Architecture of Human Resources

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  • Mathews, Jose
  • Yezer, Karma
  • Antony, K M

Abstract

In the human resource-based view of an organisation, resource heterogeneity of the firm provides sustainable competitive advantage. The two core variables that define the resource heterogeneity are the content capital (human capital) and the contextual capital (organisational and managerial processes) of the firm. Using the architectural designs that specify the gradient of organisational performance, this paper suggests the organisational architecture of human resources, delineating the mechanisms of content capital and contextual capital formations. The general model of architecture explains the key variables that architect the content capital and contextual capital. The interactive architectural designs specify the patterns of interaction between the contextual capital processes like leadership, decision-making, communication, motivational strategies, control systems, innovation processes and organisational culture that interact with the content capital of weak and strong patterns producing varying organizational performance outcomes.

Suggested Citation

  • Mathews, Jose & Yezer, Karma & Antony, K M, 2020. "Organizational Architecture of Human Resources," Bhutan Journal of Business and Management, Gedu College of Business Studies, Royal University of Bhutan.
    • Handle: RePEc:eoq:bjbmjr:art11
    DOI: 10.17102/bjbm.v3.2
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    File URL: https://bjbm.gcbs.edu.bt/index.php/bjbm/article/view/11
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    References listed on IDEAS

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    Cited by:

    1. Mathews, Jose & Sharma, Purna Prasad, 2022. "HRM-Firm Performance Linkage: Unpacking the Black-Box," Bhutan Journal of Business and Management, Gedu College of Business Studies, Royal University of Bhutan.

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