Strategic_Human_Resources_Management - Journal of...

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View Full Document Right Arrow Icon Journal of Management DOI: 10.1177/0149206306293668 2006; 32; 898 Journal of Management Brian E. Becker and Mark A. Huselid Strategic Human Resources Management: Where Do We Go From Here? The online version of this article can be found at: Published by: On behalf of: Southern Management Association can be found at: Journal of Management Additional services and information for Email Alerts: Subscriptions: Reprints: Permissions: SAGE Journals Online and HighWire Press platforms): (this article cites 40 articles hosted on the Citations © 2006 Southern Management Association. All rights reserved. Not for commercial use or unauthorized distribution. at MONASH UNIV on October 1, 2007 Downloaded from
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Strategic Human Resources Management: Where Do We Go From Here? Brian E. Becker* School of Management, State University of New York at Buffalo, Buffalo, NY 14260 Mark A. Huselid School of Management and Labor Relations, Rutgers University, Piscataway, NJ 08854 The authors identify the key challenges facing strategic human resource management (SHRM) going forward and discuss several new directions in both the scholarship and practice of SHRM. They focus on a clearer articulation of the “black box” between HR and firm performance, emphasizing the integration of strategy implementation as the central mediating variable in this relationship. There are direct implications for the nature of fit and contingencies in SHRM. They also highlight the significance of a differentiated HR architecture not just across firms but also within firms. Keywords: strategy; human resources; black box; implementation; differentiation The field of strategic human resources management (SHRM) has enjoyed a remarkable ascendancy during the past two decades, as both an academic literature and focus of man- agement practice. The parallel growth in both the research literature and interest among prac- ticing managers is a notable departure from the more common experience, where managers are either unaware or simply uninterested in scholarly developments in our field. As the field of HR strategy begins to mature, we believe that it is time to take stock of where it stands as both a field of inquiry and management practice. Although drawing on nearly two decades of 898 We are grateful to Steve Frenkel, Dave Lepak, and seminar participants at Monash University for comments on an earlier version of this article. *Corresponding author. Tel.: 716 645-3235.
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This note was uploaded on 03/10/2012 for the course MANAGEMENT 111 taught by Professor Seyyedbabakalavi,arasti,faghihi during the Spring '11 term at Sharif University of Technology.

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Strategic_Human_Resources_Management - Journal of...

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