Human Resource Advantage in the Networked Organisation
It is often assumed that firms have freedom of choice over their HR policies and practices, however, the networks within which they operate suggest that the HR practices themselves may be influenced by clients, suppliers, partners and other collaborators. This paper aims to examine the development of HR policies and practices as a consequence of the exercise of strategic choice within the network. The influence of networks on competitive advantage is particularly evident in knowledge intensive firms (KIFs) that rely solely on their human capital to generate intellectual capital. We present three software firm case studies to illustrate various types of influences that the network may have on the HR Advantage of a firm.
Volume (Year): 15 (2004)
Issue (Month): 3 ()
|Contact details of provider:|| Web page: http://www.hampp-verlag.de/|
|Order Information:|| Postal: Rainer Hampp Verlag, Marktplatz 5, 86415 Mering, Germany|
Web: http://www.hampp-verlag.de/ Email:
When requesting a correction, please mention this item's handle: RePEc:rai:mamere:1861-9908_mrev_2004_03_swart. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Rainer Hampp)
If references are entirely missing, you can add them using this form.