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Challenging (Strategic) Human Resource management Theory

Author

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  • Paauwe, J.
  • Boselie, J.P.P.E.F.

Abstract

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.

Suggested Citation

  • Paauwe, J. & Boselie, J.P.P.E.F., 2002. "Challenging (Strategic) Human Resource management Theory," ERIM Report Series Research in Management ERS-2002-40-ORG, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    • Handle: RePEc:ems:eureri:197
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    References listed on IDEAS

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    1. Peter Boxall & Mike Steeneveld, 1999. "Human Resource Strategy and Competitive Advantage: A Longitudinal Study of Engineering Consultancies," Journal of Management Studies, Wiley Blackwell, vol. 36(4), pages 443-463, July.
    2. Ken Kamoche, 1996. "Strategic Human Resource Management Within A Resource‐Capability View Of The Firm," Journal of Management Studies, Wiley Blackwell, vol. 33(2), pages 213-233, March.
    3. Russell W. Coff, 1999. "When Competitive Advantage Doesn't Lead to Performance: The Resource-Based View and Stakeholder Bargaining Power," Organization Science, INFORMS, vol. 10(2), pages 119-133, April.
    4. Frank Mueller, 1996. "Human Resources As Strategic Assets: An Evolutionary Resource‐Based Theory," Journal of Management Studies, Wiley Blackwell, vol. 33(6), pages 757-785, November.
    5. Chris Brewster, 1995. "Towards a ‘European’ Model of Human Resource Management," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 26(1), pages 1-21, March.
    Full references (including those not matched with items on IDEAS)

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    Cited by:

    1. Dorman, Peter & Nolte, Heike, 2015. "Worker problem-solving and the nature of the firm: new theory, new evidence," MPRA Paper 65981, University Library of Munich, Germany.

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    More about this item

    Keywords

    HRM theory; human resource management; new institutionalism; performance; resource based view;
    All these keywords.

    JEL classification:

    • L2 - Industrial Organization - - Firm Objectives, Organization, and Behavior
    • M - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation

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