Examining the Human Resource Architecture: The Relationships Among Human Capital, Employment, and Human Resource Configurations

By David P. Lepak, Scott A. Snell. 2002

1,429 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2ce3567e09f6e7f5e3c2a217760e54259293b4c1

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Citations in the corpus

Serving two organizations : exploring the employment relationship of contracted employees (2006, background): “Lepak and his associates describe this type of employment relationship as an alliance or partnership (Lepak & Snell, 2002; Lepak et al., 2003).”
Skilled migrants' career capital as a source of competitive advantage: implications for strategic HRM (2015, background): “…resources may support firm’s strategy and impact both proximal (e.g. employee skills and motivation) and more distal outcomes, e.g. financial outcomes (e.g. Chan, Shaffer, & Snape, 2004; Jiang, Lepak, Hu, & Baer, 2012; LengnickHall, Lengnick-Hall, Andrade, & Drake, 2009; Lepak & Snell, 2002).”
Encouraging knowledge sharing among employees: How job design matters (2009, background): “competitive advantage (e.g., Wright et al., 2001; Lepak and Snell, 1999, 2002; Kang et al., 2007).”
Ethical leadership, employee well-being, and helping: The moderating role of human resource management. (2012, methodology): “Employees completed the 22-item HPWS scale developed by Lepak and Snell (2002). Employees were asked to assess to what extent they perceived five HR practices in their workplace (job design, recruitment and selection, training and development, performance appraisal, and compensation).”
Applying a talent management lens to career management: the role of human capital composition and continuity (2013, background): “knowledge that is much more valuable within their specific context than to competitors) (Lepak and Snell 2002).”
Human Resource Management Practices and Innovation (2012, background): “Superior innovation performance may also be the result of the “capabilities” stemming from the interactions within a firm’s human capital pool (Lepak and Snell, 2002).”
Intellectual Capital–Enhancing HR, Absorptive Capacity, and Innovation (2017, methodology): “Specifically, we integrate the work on HR architecture/configuration by Lepak and Snell (2002) and Youndt and Snell (2004) in our proposed model (Figure 1) by examining the role of human, social and organisational capital enhancing HR on both potential (acquisition and assimilation) and realized…”
Work environment and atmosphere: The role of organizational support in the creativity performance of tourism and hospitality organizations (2015, positive): “All employees can create value in an organization, especially in dynamic industries that need lower-level employees to generate different thinking or diverse information to create and combine information in new ways (Lepak and Snell, 2002).”
The contribution of core employees to organizational capabilities and efficiency (2006, background): “…of this article is to define a set of theoretical relationships among “valuable and unique” CEs, organizational capabilities, and organizational efficiency in the light of research by Lepak and Snell (1999, 2002), Lepak, Takeuchi, and Snell (2003) and the resource-based view of the firm.”
HOW MUCH DO HIGH-PERFORMANCE WORK PRACTICES MATTER? A META-ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE (2006, methodology): “However, if we assume rater reliability error is unique to survey data and use the average ICC(1) = .24 reported among the five studies reporting such data (e.g., Gerhart et al., 2000; Lam & White, 1998; Lepak & Snell, 2002; Wright, Gardner, Moynihan, Park, Gerhart, & Delery, 2001; Wright et al., ”