The role of human resource management: an exploratory study of cross‐country variance
研究了人力资源管理（HRM）在不同国家的角色差异，包括HRM部门地位和战略人力资源管理（SHRM）的跨国差异，发现HRM地位与组织能力显著相关，且亚洲国家HRM实践更倾向于差异化战略，而盎格鲁国家则与组织能力紧密关联。
Abstract We explore how the role of Human Resource Management (HRM) varies across countries on two dimensions. One is how the status of HRM departments may vary (e.g., perceptions of its importance and involvement). Second is whether there is cross‐country strategic HRM (SHRM) in terms of the conventional contingency approach (linking HRM practices to strategy), as well as a resource‐based view of the firm (e.g., developing “organizational capability” as competitive advantage). Results included significant differences in HRM status across countries; significant correlations between status and “organizational capability”; and in Asian countries, a slight tendency for HRM practices to be linked more to a “differentiation” strategy, whereas, in Anglo countries, a strong linkage between HRM practices and “organizational capability.” © 2002 Wiley Periodicals, Inc.