The DOI matches its OpenAlex record; 6 of the 6 references it cites were found in a registry or an index.
Examining the Human Resource Architecture: The Relationships Among Human Capital, Employment, and Human Resource Configurations
Abstract
In this study we examined the characteristics of human capital as well as the human resource (HR) configurations used for employees in four different employment modes (knowledge-based employment, job-based employment, contract work, and alliance/partnership). Results from 148 firms show that the strategic value and uniqueness of human capital differs across these four employment modes. In addition, each employment mode is associated with a particular type of HR configuration (commitment-based, productivity-based, compliance-based, and collaborative).
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Citations
Cites
Firm Resources and Sustained Competitive Advantage
Barney, J. (1991) · Journal of Management · doi:10.1177/014920639101700108 · Cited by 48,334
Sample Selection Bias as a Specification Error
Heckman, J. J. (1979) · Econometrica · doi:10.2307/1912352 · Cited by 28,779
HUSELID, M. A. (1995) · Academy of Management Journal · doi:10.2307/256741 · Cited by 9,342
Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements
Rousseau, D. (1995) · doi:10.4135/9781452231594 · Cited by 3,453
Group Size, ICC Values, and Group-Level Correlations: A Simulation
Bliese, P. D. (1998) · Organizational Research Methods · doi:10.1177/109442819814001 · Cited by 636 · cited 1×
“Bliese, 1998, Lahey, Downey & Saal, 1983). As noted by Lahey et al. (1983), however, “ICC values cannot be significant unless the target main-effect is significant (i.”
BackgroundA disagreement about within-group agreement: disentangling issues of consistency versus consensus
Kozlowski, S. W., & Hattrup, K. (1992) · Journal of Applied Psychology · doi:10.1037/0021-9010.77.2.161 · Cited by 514
Cited by
Strategic talent management: A review and research agenda
Collings, D. G., & Mellahi, K. (2009) · Human Resource Management Review · doi:10.1016/j.hrmr.2009.04.001 · Cited by 1,837
“We draw insights from the strategic human resources literature in this regard (Becker and Huselid, 2006; Huselid et al, 2005; Lepak and Snell 1999; 2002).”
BackgroundInfluentialHR and analytics: Why HR is set to fail the big data challenge
Angrave, D., Charlwood, A., Kirkpatrick, I., Lawrence, M., & Stuart, M. (2016) · Human Resource Management Journal · doi:10.1111/1748-8583.12090 · Cited by 633
Learning in the Twenty-First-Century Workplace
Noe, R. A., Clarke, A. D. M., & Klein, H. J. (2014) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-031413-091321 · Cited by 539
Emerging Trends in Contingent Work Research
Connelly, C. E., & Gallagher, D. G. (2004) · Journal of Management · doi:10.1016/j.jm.2004.06.008 · Cited by 516
Satisfaction with HR practices and commitment to the organisation: why one size does not fit all
Kinnie, N., Hutchinson, S., Purcell, J., Rayton, B., & Swart, J. (2005) · Human Resource Management Journal · doi:10.1111/j.1748-8583.2005.tb00293.x · Cited by 343
Metadata
- Authors
- Lepak, D. P., & Snell, S. A.
- Venue
- Journal of Management
- Publisher
- SAGE Publishing
- Published
- 2002-08-01
- Volume
- 28
- Issue
- 4
- Pages
- 517-543
- ISSN
- 0149-2063 (ISSN-L)
- OpenAlex
- W2121528878
- Cited by
- 1,365
- References
- 6
- FWCI
- 32.80
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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