HR Strategy and competitive advantage in the service sector

By Peter Boxall. 2003

289 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/be8f1753985241c813e4c9931a5b6bcd046f44b3

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Crossing the level of employee's performance: HPWS, affective commitment, human capital, and employee job performance in professional service organizations (2011, background): “Based on economic and strategic theory, there are three basic strategies and related management practices for private sector service organizations (Boxall 2003).”
Satisfaction with HR practices and commitment to the organisation: why one size does not fit all (2005, background): “Various authors have questioned these assumptions because of the differences between intended HR policies and employees’ experience (Wright and Boswell, 2002; Paul and Anantharaman, 2003; Purcell et al, 2003), because complex organisations have different types of employees who may be managed success”
From skills revolution to productivity miracle - Not as easy as it sounds? (2006, background): “to enable this specification to be delivered (Lashley, ized products or services. Social relations also form 1998; Batt, 2000; Eaton, 2000; Hunter, 2000; Nickson a spectrum, from narrowly task-specific at one etal., 2002; Boxall, 2003).”
Work design influences: A synthesis of multilevel factors that affect the design of jobs (2017, background): “Such HR practices include enriched work designs (with high discretion, wide spans of responsibility, and challenging tasks), high pay and benefits, extensive training and development practices, and permanent contracts (Boxall, 2003; Karasek & Theorell, 1990; Lawler, 1986).”
When knowledge management meets HR strategy: an exploration of personalization-retention and codification-recruitment configurations (2005, background): “Fourth, a firm must be able to prevent competitors imitating or outflanking its advantages through resource mobility barriers (Boxall, 2003; Mueller, 1996; Wright et al., 1994).”
The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects (2007, background): “For example, firms facing tight labour markets and/or employing highly-skilled professional workers in differentiated service markets may have much to gain from investing in HPWSs in order to protect their human capital investments (Batt, 2000 ; Boxall, 2003 ).”