Searching for Competitive Advantage in the HRM-Firm Performance Relationship
指出战略人力资源管理研究过度聚焦于高绩效工作系统与企业绩效的普遍关系，提出从资源基础观和战略要素市场理论出发，探索人力资源管理能力、无形战略资产、人力资源实践市场和互补性四个被忽视的研究方向，以揭示企业间异质性和竞争优势的来源。
Although the strategic human resource management (SHRM) stream of research has made impressive progress in recent years, the majority of it has become centered on the “universalistic” relationship of a particular kind of human resource system, most commonly labeled as a “high-performance work system,” with firm-level dependent variables. We argue that a broader perspective on strategy applied to human resource management (HRM) leverages strategic factor market theory within the resource-based view of the firm to suggest novel kinds of research questions for SHRM. In particular, we highlight four specific underresearched areas of inquiry for SHRM: (1) HRM capabilities, (2) intangible strategic assets, (3) the “market” for HR practices, and (4) complementarities. Our discussion of these topics shares a common emphasis on the causes and consequences of firm-level heterogeneity with respect to HRM. The strategic perspectives discussed in this paper suggest new ways to consider where, in the relationship between HRM and firm performance, such heterogeneity and, relatedly, competitive advantage through people, may be found.