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An Aspirational Framework for Strategic Human Resource Management
Abstract
The field of strategic human resource management (HRM) has a long and rich tradition. As a prelude to our description of the field's history, we provide an expansive definition of strategic HRM scholarship and offer an aspirational framework for strategic HRM scholarship that captures the multidisciplinary nature of the field. We then systematically review and critique three decades of strategic HRM theory and research, paying particular attention to the value of HRM systems as management tools for influencing a wide variety of outcomes of concern to internal (employees and their managers) and external (owners, customers, society, other organizations) stakeholders. In support of continued advancement of the empirical knowledge base of strategic HRM, we encourage new research that embraces systems thinking, more fully addresses the concerns of multiple stakeholders, and strives for greater practical usefulness by addressing significant problems such as managing innovation and environmental sustainability.
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“In other words, corporations are responsible not only for the people they employ directly, but also for the communities in which they operate and also for those indirectly employed in their supply chains (Ehnert et al., 2014;Jackson, Schuler, & Jiang, 2014).”
From Common Good HRM: A paradigm shift in Sustainable HRM? (2020) · cites this paper as Jackson, Schuler, & Jiang, 2014
Citations
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“…retaining control over scarce, valuable, inimitable, and non-substitutable resources (Barney, 1991) and subsequent elaboration of the concept of capabilities (Amit & Schoemaker, 1993; Eisenhardt & Martin, 2000) ensured a central position for the resource-based view within strategic HRM scholarship.”
BackgroundStrategies for Theorizing from Process Data
Langley, A. (1999) · The Academy of Management Review · doi:10.5465/amr.1999.2553248 · Cited by 7,008
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“An organization’s culture reflects deeply embedded values and beliefs, which are conceptually related to HRM philosophies, but such philosophies are a poorly understood element of HRM systems (Bowen & Ostroff, 2004).”
BackgroundStakeholder Theory: The State of the Art
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Metadata
- Authors
- Jackson, S. E., Schuler, R. S., & Jiang, K.
- Affiliations
- Rutgers, The State University of New Jersey (US)
- School of Management and Labor Relations, Rutgers University
- Venue
- Academy of Management Annals
- Publisher
- Academy of Management
- Published
- 2014-01
- Volume
- 8
- Issue
- 1
- Pages
- 1-56
- ISSN
- 1941-6067 (ISSN-L)
- 1941-6520
- OpenAlex
- W4247302082
- Cited by
- 677
- References
- 15
- Citations by year
- 2026: 50 · 2025: 52 · 2024: 66 · 2023: 88 · 2022: 78 · 2021: 78 · 2020: 69 · 2019: 67 · 2018: 59 · 2017: 29 · 2016: 24 · 2015: 11 · 2014: 6
- FWCI
- 51.32
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Academy of Management Annals (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Human Resource and Talent Management
- Social Sciences › Business, Management and Accounting › Strategy and Management › Management and Organizational Practices
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employer Branding and e-HRM
- Keywords
- strategic human resource management, HRM theory, stakeholder concerns, systems thinking, environmental sustainability
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