Human Resources, Human Resource Management, and the Competitive Advantage of Firms: Toward a More Comprehensive Model of Causal Linkages

By Clint Chadwick, Adina Dabu. Organ. Sci., 2009

308 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6058e4cad0fa67e6ebfdecb49c8854d79d1db5a8

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Citations in the corpus

Micro-Foundations of Firm-Specific Human Capital: When Do Employees Perceive Their Skills to be Firm-Specific? (2016, unknown): “Drawing on human capital theory, strategy scholars often emphasize the importance of firmspecific human capital (FSHC) for creating and sustaining competitive advantage (Chadwick & Dabu, 2009; Hatch & Dyer, 2004; Kor, 2003; Mayer, Somaya, &Williamson, 2012; Wang, He, &Mahoney, 2009).”
Collective organizational engagement: : Linking motivational antecedents, strategic implementation, and firm performance (2015, background): “Management scholars have long argued that the people within an organization can be a source of a sustained competitive advantage (e.g., Becker & Huselid, 2006; Chadwick & Dabu, 2009).”
Within or Without? How Firms Combine Internal and External Labor Markets to Fill Jobs (2014, background): “The longer relationships fostered by internal mobility lead to unique organizational capabilities, as workers develop firm-specific skills (Chadwick & Dabu, 2009).”
Does Female Representation in Top Management Improve Firm Performance? A Panel Data Investigation (2012, unknown): “As with other aspects of the management of human assets, then, a full picture of the causal linkages between female representation in top management and firm performance ‘can best be assessed by evaluating firms’ longitudinal financial performance’ (Chadwick and Dabu, 2009: 269).”
Employee Mobility and Organizational Outcomes (2016, background): “For example, labor markets generally suffer from some level of information asymmetry (Chadwick & Dabu, 2009; Coff, 1999), whereby hiring firms are unable to identify potentially mobile employees and accurately assess, ex ante, the true quality of their human or relational capital.”
Unlocking the black box: exploring the link between high-performance work systems and performance. (2011, background): “Human resources are viewed as potentially fitting the VRIN typology; they allow organizations to garner profitability enhancements that help to build a sustainable competitive advantage (Chadwick & Dabu, 2009).”
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…”
Human capital matters: Market valuation of firm investments in training and the role of complementary assets (2017, background): “In the best interpretation, training may reflect a capability of the organization, with positive future impacts on human capital (Chadwick & Dabu, 2009).”
Toward a More Comprehensive Model of Firms’ Human Capital Rents (2017, background): “This human capital can reside in many different workers, including HR professionals, line managers, and even nonmanagerial workers (cf. Chadwick & Dabu, 2009).”