Value creation and capture through human resource management practices
基于资源基础观，通过对印度IT/BPO行业十家案例的定性分析，揭示了不同人力资源管理实践如何分别支持商业模式中的价值创造与价值获取过程。
A business model refers to a firm's blueprint for creating and capturing value through a set of interlocking activities. This paper focuses on explicating, by utilising the resource-based view (RBV) theory, the key human resource management (HRM) practices that support firms' value creation and capture elements of a business model. We present a processual understanding of how several HRM practices differently support in value creation and capture processes. Employing an inductive approach via qualitative data analysis of ten case study organisations from the Indian IT /BPO industry, we found that the dominant business model focuses on efficient and differentiated services. From an HRM perspective, by developing client-centric values/culture, investing in a range of learning and development activities and following a control-oriented work design, value creation is possible. Further, the adoption of an industrial approach to training, focused hiring, process-focused HRM and project-based performance management support value capture. We conclude by highlighting the key implications of our findings for both theory and practice.