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Abstract:
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SHRM increasingly emphasizes HRM practices as means to build strategic knowledge resources
such as superior capabilities. While the knowledge-based view increasingly pays attention to
micro-foundations, the SHRM field neglects these and emphasizes collective constructs such as
“human capital pools,” “HRM architectures”, etc. As a result, causal links between HRM
practices, knowledge and organizational performance are black-boxed. We propose a program
for research and identify some of the key issues that future research must deal with. |
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