This chapter presents a contextual model of human resources management (HRM). The hallmarks of this model are that (1) the most advantageous HRM practices vary conditionally upon strategic considerations; (2) each organization has multiple substrategies within it, and each substrategy is aligned with a unique bundle of HRM practices; (3) within each organization, three substrategies are associated with three subsystems; and (4) in terms of contributing to sustainable competitive advantage, the innovation subsystem is the most valuable regardless of the organization in question.
Taggar, S., Sulsky, L. and MacDonald, H. (2008), "Subsystem configuration: A model of strategy, context, and human resources management alignment", Mumford, M.D., Hunter, S.T. and Bedell-Avers, K.E. (Ed.) Multi-Level Issues in Creativity and Innovation (Research in Multi-Level Issues, Vol. 7), Emerald Group Publishing Limited, Bingley, pp. 317-376. https://doi.org/10.1016/S1475-9144(07)00013-6
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