A resource-based view of human resource management and organizational capabilities development

By Petra De Saa-Perez, Juan Manuel García-Falcón. 2002

247 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/709baa6ca6d4e1187feffbc6e00d07c2beb80418

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In Strategy and Management

Citations in the corpus

Globalization of HR at function level: four UK-based case studies of the international recruitment and selection process (2007, background): “4 The progressive building of international capabilities within organizations (Ashkenas et al., 1995; Caves, 1996; De Saá-Pérez and Garcı́a-Falcón, 2002; Dunning, 1993; Hamel and Prahalad, 1985; Prahalad and Doz, 1987; Stonehouse et al., 2000; Yip, 1992).”
Talent management strategy of employee engagement in Indian ITES employees: key to retention (2007, background): “This approach requires that a firm be seen not through its activities in the product market, but as a unique bundle of resources that are complex, intangible and dynamic ( De Saa-Perez and Garcia-Falcon, 2002)”
Perceived Labor Productivity in Small Firms—The Effects of High–Performance Work Systems and Group Culture through Employee Retention (2012, background): “While the roles of resources (De Saá-Pérez & García-Falcón, 2002), market orientation (Harris & Ogbonna, 2001), and strategy (Hoque, 1999) in enhancing the effects of HRM on performance have been studied previously, organizational culture may play a larger role as a context enhancing resource…”
The evolving theory of quality management: The role of Six Sigma (2008, background): “Such human resource is rare and difficult to imitate and thus is a critical resource for the firm to achieve sustainable competitive advantage (Barney and Wright, 1998; Gowen and Tallon, 2005; Saá-Pérez and Garcı́a-Falcón, 2002).”