The practice of strategy
Abstract
Purpose
This paper aims to explore the obstacles to human resources (HR) making a strategic contribution and to share ways of overcoming those obstacles.
Design/methodology/approach
The paper uses case studies to demonstrate how organizations are successfully integrating people and business strategies.
Findings
This author argues that HR has found it difficult to effectively make a strategic contribution to the organizations it supports because it has not defined what form a strategic input should take, a lack of capability within the function and an absence of management support.
Originality/value
The paper explains how organizations can overcome these obstacles and gives examples of how two very different types have integrated business and people strategies, and measured functional impact.
Keywords
Citation
Reilly, P. (2012), "The practice of strategy", Strategic HR Review, Vol. 11 No. 3, pp. 129-135. https://doi.org/10.1108/14754391211216832
Publisher
:Emerald Group Publishing Limited
Copyright © 2012, Emerald Group Publishing Limited