Strategic HRM in North America: looking to the future

By David P. Lepak, Jason D. Shaw. 2008

222 citations recorded by the source corpus.

Strategic human resources management (HRM) remains one of the most popular and rapidly growing areas of HRM research. In this article, we undertake a selective review of the strategic HRM literature with a particular emphasis on research from the North American context. After outlining the research landscape and areas of consensus and disagreement, we discuss several emerging issues that effective HRM systems must contend with in the future, including technological fluidity, workforce demographic changes and shifting worker values. With an eye toward future research opportunities, we also discuss the broadening of performance outcomes in strategic HRM research and highlight the importance of effectively managing HRM systems for multiple employee groups.

Subfields: Economics and Econometrics, General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/7dee7daaeea488e4b51bad0ddc0c674a9ce8bb7a

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In General Health Professions

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Citations in the corpus

Resilience, HRM practices and impact on organizational performance and employee well-being (2014, background): “Building upon the strategic HRM perspective (Lepak and Shaw 2008; Wright, Coff and Moliterno 2014), when the capability of resilience is developed, which role may HR intervention play to capitalize resilience impact on organizational performance? Adopting a dynamic view on resilience, we suggest res”
A SOCIAL-STRUCTURAL PERSPECTIVE ON EMPLOYEE- ORGANIZATION RELATIONSHIPS AND TEAM CREATIVITY (2014, background): “…in recent years, in part because dramatic changes in the competitive environment have forced organizations to reevaluate their approaches to managing people (Delery & Shaw, 2001; Hom et al., 2009; Lepak & Shaw, 2008; Shaw, Gupta, & Delery, 2005; Shore, Coyle-Shapiro, Chen, & Tetrick, 2009).”
An evidence-based review of HR Analytics (2017, unknown): “…Advantage (Porter, 1996), the Resource-based View (Barney, 1991) and Strategic HRM (Becker & Gerhart, 1996; Becker, Ulrich, & Huselid, 2001; Boudreau & Ramstad, 2005; Delery & Shaw, 2001; Huselid, 1995; Jiang, Lepak, Hu, & Baer, 2012; Kaufman & Miller, 2010; Lepak & Shaw, 2008; Ulrich, 2005).”
Resource-Based Perspectives on Unit-Level Human Capital (2014, background): “While this is not a core topic in the literature reviewed, it does raise the interesting question of the precise place where the unit’s HCR ends and SC begins (Lepak & Shaw, 2008).”
High-Performance Work Systems and Job Control (2013, background): “As stated by Lepak and Shaw, “A key issue in the configurational perspective is the argument that a given HRM practice—regardless of its situational superiority—is unlikely to yield substantial benefits at the organizational level unless it is combined with other effective practices” (2008: 1488).”
An evidence-based review of e-HRM and strategic human resource management (2013, background): “Lepak & Shaw’s [19] literature review of strategic HRM in North America builds on the latter definition.”
Employee-Organization Exchange Relationships, HRM Practices, and Quit Rates of Good and Poor Performers (2009, background): “As a number of authors have pointed out (e.g., Delery, 1998; Lepak & Shaw, 2008), internal fit among HRM practices is a popular view, but it is one that the literature does not meet with a surfeit of empirical support.”
The nature of employee engagement: rethinking the employee–organization relationship (2017, background): “Exploring this factor can add new insights into employment relationships both in theory and practice (e.g. Coyle-Shapiro & Shore, 2007; Hom et al., 2009; Lepak & Shaw, 2008; Shaw, Gupta, & Delery, 2005; Shore, Coyle-Shapiro, Chen, & Tetrick, 2009).”