Multi-level strategic HRM: Facilitating competitive advantage through social networks and supply chains

Abstract

Taggar, Sulsky, and MacDonald have presented an integrated model that links organizational strategy, the environment, and human resources management. This commentary analyzes their model, identifying a number of missed opportunities that are not adequately integrated into the model. Moreover, we propose two directions for expanding their model, including a consideration of social network theory and the global supply chain. By expanding Taggar et al.'s model to consider social networks and the supply chain, we believe that it will better capture the complexity of contemporary organizations while supporting the fecund ideas that Taggar et al. have proposed.

Citation

Wheeler, A.R., Halbesleben, J.R.B. and Buckley, M.R. (2008), "Multi-level strategic HRM: Facilitating competitive advantage through social networks and supply chains", 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, Leeds, pp. 393-409. https://doi.org/10.1016/S1475-9144(07)00015-X