If HR were really strategically proactive: Present and future directions in HR's contribution to competitive advantage
dc.contributor.author | Brockbank, Wayne | en_US |
dc.date.accessioned | 2006-04-19T13:40:58Z | |
dc.date.available | 2006-04-19T13:40:58Z | |
dc.date.issued | 1999 | en_US |
dc.identifier.citation | Brockbank, Wayne (1999)."If HR were really strategically proactive: Present and future directions in HR's contribution to competitive advantage." Human Resource Management 38(4): 337-352. <http://hdl.handle.net/2027.42/34582> | en_US |
dc.identifier.issn | 0090-4848 | en_US |
dc.identifier.issn | 1099-050X | en_US |
dc.identifier.uri | https://hdl.handle.net/2027.42/34582 | |
dc.description.abstract | Current business conditions mandate greater competitive advantage from HR agendas and processes. To add greater competitive advantage, HR must contribute strategic value against criteria from customer and capital markets. HR can add strategic value either reactively or proactively. In its strategically reactive mode, HR assumes the existence of a business strategy and adds value by linking HR practices to the business strategy and by managing change. In its strategically proactive mode, HR creates competitive advantage by creating cultures of creativity and innovation, by facilitating mergers and acquisitions, and by linking internal processes and structures with ongoing changes in the marketplace. This article defines and describes these specific practices through which HR can contribute to greater competitive advantage. © 1999 John Wiley & Sons, Inc. | en_US |
dc.format.extent | 219264 bytes | |
dc.format.extent | 3118 bytes | |
dc.format.mimetype | application/pdf | |
dc.format.mimetype | text/plain | |
dc.language.iso | en_US | |
dc.publisher | John Wiley & Sons, Inc. | en_US |
dc.subject.other | Business, Finance & Management | en_US |
dc.title | If HR were really strategically proactive: Present and future directions in HR's contribution to competitive advantage | en_US |
dc.type | Article | en_US |
dc.rights.robots | IndexNoFollow | en_US |
dc.subject.hlbsecondlevel | Business (General) | en_US |
dc.subject.hlbsecondlevel | Computer Science | en_US |
dc.subject.hlbsecondlevel | Management | en_US |
dc.subject.hlbsecondlevel | Psychology | en_US |
dc.subject.hlbsecondlevel | Southeast Asian and Pacific Languages and Cultures | en_US |
dc.subject.hlbsecondlevel | Economics | en_US |
dc.subject.hlbtoplevel | Business | en_US |
dc.subject.hlbtoplevel | Engineering | en_US |
dc.subject.hlbtoplevel | Social Sciences | en_US |
dc.subject.hlbtoplevel | Humanities | en_US |
dc.description.peerreviewed | Peer Reviewed | en_US |
dc.contributor.affiliationum | Michigan Executive Program, University of Michigan | en_US |
dc.description.bitstreamurl | http://deepblue.lib.umich.edu/bitstream/2027.42/34582/1/8_ftp.pdf | en_US |
dc.identifier.doi | http://dx.doi.org/10.1002/(SICI)1099-050X(199924)38:4<337::AID-HRM8>3.0.CO;2-5 | en_US |
dc.identifier.source | Human Resource Management | en_US |
dc.owningcollname | Interdisciplinary and Peer-Reviewed |
Files in this item
Remediation of Harmful Language
The University of Michigan Library aims to describe library materials in a way that respects the people and communities who create, use, and are represented in our collections. Report harmful or offensive language in catalog records, finding aids, or elsewhere in our collections anonymously through our metadata feedback form. More information at Remediation of Harmful Language.
Accessibility
If you are unable to use this file in its current format, please select the Contact Us link and we can modify it to make it more accessible to you.