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The role of human resource management: an exploratory study of cross‐country variance
Author(s) -
Bowen David E.,
Galang Carmen,
Pillai Rajnandini
Publication year - 2002
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.10022
Subject(s) - contingency , human resource management , business , competitive advantage , linkage (software) , variance (accounting) , strategic human resource planning , knowledge management , marketing , computer science , accounting , philosophy , linguistics , biochemistry , chemistry , gene
We explore how the role of Human Resource Management (HRM) varies across countries on twodimensions. One is how the status of HRM departments may vary (e.g., perceptions of its importance andinvolvement). Second is whether there is cross‐country strategic HRM (SHRM) in terms ofthe conventional contingency approach (linking HRM practices to strategy), as well as aresource‐based view of the firm (e.g., developing “organizational capability” ascompetitive advantage). Results included significant differences in HRM status across countries;significant correlations between status and “organizational capability”; and in Asiancountries, a slight tendency for HRM practices to be linked more to a “differentiation” strategy,whereas, in Anglo countries, a strong linkage between HRM practices and “organizational capability.”© 2002 Wiley Periodicals, Inc.