Human Resources and the Resource Based View of the Firm

By Lalin Narayan Jha, Dinesh. 2014

917 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/447167775d4478df9d661d1ca683abdee7f684ff

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Citations in the corpus

HRM in turbulent times: how to achieve organizational agility? (2012, background): “More importantly it might lead to a disconnection in the social capital (employee's social network and unique relationships) important for creating new knowledge (Wright, Dunford and Snell 2001 ).”
Causality Between High-Performance Work Systems and Organizational Performance (2017, background): “Future studies can establish the validity of the causal association across multiple HPWS measures (Wright et al., 2001).”
Small firm innovation performance and employee involvement (2014, unknown): “contribute to organizational performance such as firm productivity, innovativeness or growth (Wright et al., 2001; Fey et al., 2000).”
Resource-Based Perspectives on Unit-Level Human Capital (2014, background): “In short, RBT is the linchpin that connects the strategy and strategic HRM research literature streams (Chadwick & Dabu, 2009; Wright et al., 2001): Both literatures draw on the RBT as the core theoretical perspective to the question of how human assets can be leveraged to achieve unit-level…”
The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors (2013, background): “Nishii and Wright (2008) argued that intended HR policy is likely to exist at the job group level—reflecting the selection of different HR practices for implementation across job groups (Wright et al., 2001); for example, an upper-level manager might determine that salespeople, but not administrativ”
Organization capital and firm life cycle (2018, background): “…is because organization capital, in the course of accumulation, stores, retains, integrates and institutionalizes knowledge regarding business process, practice and system within databases, documents, patents and manuals (Wright et al. 2001), so that it becomes a critical resource base for a firm.”
HRM practices for human and social capital development: effects on innovation capabilities (2016, background): “From this viewpoint, efforts in HRM should focus on increasing the value, rarity, non-substitutability and inimitability of the firm’s social and human capital (Wright et al., 2001).”
Training and Performance: The Mediating Role of Organizational Learning (2014, background): “…c i A 2 e i i c t ( u i h ( t b e w g ( u 1 g z p 62 he literature usually highlights a likely lag effect in the elationship between human resource management (HRM) ractices, training being one of them, and performance Guest, 2001; Wright et al., 2001; Collins and Clark, 2003; all and Wood, 2005).”