The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management

By B. Colbert. 2004

767 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e99b295e848fd3d4f93ea3bac23601c9df58875f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Strategic Human Resource Practices and Product Innovation (2008, background): “Although a firm’s human resources are seen as particularly important for providing a sustained competitive advantage and play an essential role in a firm’s ability to be entrepreneurial (Wiklund and Shepherd 2003), most empirical contributions have concentrated on SHRM and its effect on financial pe”
The Continuous Mediating Effects of GHRM on Employees’ Green Passion via Transformational Leadership and Green Creativity (2018, background): “AMO theory stresses that employees’ abilities, motivations, and opportunities contribute to organizational performance; this is an integrating perspective illustrating why and how leaders and strategic HRM practices promote firm performance [11,30].”
Organizational Ambidexterity: Antecedents, Outcomes, and Moderators (2008, background): “Colbert (2004) argues that the interaction between exploration and exploitation reflects a complex capability that provides an additional source of corporate advantage beyond those provided by each innovation activity individually.”
Strategic human resource management: The evolution of the field (2009, background): “Colbert (2004) considered the complex, living-systems extension of the resource-based view.”
Leaders’ Moral Competence and Employee Outcomes: The Effects of Psychological Empowerment and Person–Supervisor Fit (2013, background): “PS fit is one specific type of person–organization fit (Colbert 2004; Krishnan 2002; Kristof-Brown et al. 2005).”
Developing a capacity for organizational resilience through strategic human resource management (2011, background): “HR principles serve as guideposts to align lower, less abstract policies and practices (Colbert, 2004).”
Organizational Controls and Performance Outcomes: A Meta‐Analytic Assessment and Extension (2018, unknown): “…that behaviour control is generally effective for distinct outcomes that span various tasks, the explanation for our finding that behaviour control is less effective for HRM and NPD tasks may lie in the fact that NPD and HRM can be viewed as complex systems (Colbert, 2004; McCarthy et al., 2006).”
Unlocking the black box: exploring the link between high-performance work systems and performance. (2011, methodology): “The macro HRM literature often relies on the resource-based view of the firm to describe the processes through which firm performance is enhanced through the use of HPWS (Becker & Huselid, 2006; Colbert, 2004; Delery, 1998; Lado & Wilson, 1994; Wright & McMahan, 1992; Wright, McMahan, & McWilliams, ”
Innovative human resource management and corporate performance in the context of economic liberalization in India (2008, unknown): “The study adds to the literature of the universalistic or the “best practice” perspective that certain independent-dependent variable relationships hold across whole populations of organizations – that is, some HR practices are better or more important than others (Miles and Snow 1984; Pfeffer 1998;”
Human Resource Flexibility as a Mediating Variable Between High Performance Work Systems and Performance (2008, methodology): “challenges lie in employee contribution to strategy implementation (Colbert, 2004).”
Impact of the strategic human resource management on organizational performance: evidence from Turkey (2011, background): “These practices include internal career opportunities (hiring primarily from within), formal training systems (extensive training opportunities for their employees obtain required skills), result-oriented appraisals (outcome-based performance ratings), employment security (feeling secure about conti”