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1、Human Resources and the Resource Based View of the FirmThe resource-based view (RBV) of the firm has influenced the field of strategic human resource management (SHRM) in a number of ways. This paper explores the impact of the RBV on the theoretical and empirical development of SHRM. It explores how

2、 the fields of strategy and SHRM are beginning to converge around a number of issues, and proposes a number of implications of this convergence.TextAccording to this framework, aspects of human resources that do not provide value can only be a source of competitive disadvantage. These resources or a

3、ctivities are ones that HR executives should be discarding from the HR function. Aspects of human resources that provide value, but are not rare are sources of competitive parity. These resources are not to be dismissed as useless. Not to have them is a source of competitive disadvantage, but, becau

4、se other firms possess them. Temporary competitive advantage stems from resources that provide value and are rare, but are easily imitated. However, if these resources do serve as a source of competitive advantage, then other firms will soon imitate them, resulting in competitive parity. Finally, as

5、pects of human resources that are valuable, rare, and uneasily imitated, can be a source of sustained competitive advantage, but only if the firm is organized to capitalize on these resources.BACKTranslation基于资源的理论通过多种方式影响了战略管理领域。这篇文章探究了RBV理论对战略管理理论和实证发展的影响。它探究了战略以及战略人力资源管理领域是如何开始聚焦一系列问题的，并且提出了其产生的影

6、响。根据这个理论，没有价值的人力资源只能成为竞争劣势。人力资源管理者应该将这些资源和活动从人力功能中剔除掉。那些能够提供价值但是并不稀缺的资源是竞争均势的根源。不能认为这些资源是没有用处的。其他公司有的资源，而自己公司却没有，反而会成为竞争劣势。竞争优势源于能够提供价值并且稀缺的资源，但是这些资源很容易被模仿。然而，如果这些资源确实能够成为竞争优势的根源，那么其他公司也会很快模仿它们，从而导致竞争均势。最后，只有那些有价值、稀缺并且不容易被模仿的资源才会成为可持续竞争的根源，前提是公司能够充分利用这些资源。BACKBackground InformationThe International

7、Journal of Human Resource Management (INT JHUM RESOUR MAN )Publisher: Taylor & Francis DescriptionThe International Journal of Human Resource Management is the forum for HRM scholars and professionals world-wide. Concerned with the expanding role of strategic human resource management in a fast-

8、changing global environment, the Journal focuses on future trends in HRM, drawing on empirical research in the areas of strategic management, international business, organisational, personnel management and industrial relations. The International Journal of Human Resource Management encourages strat

9、egically focused articles on a wide range of issues including employee participation, human resource flow, reward systems and high commitment work systems. The Journal aims to address major issues arising from: internationalisation of market integration, increased competition, technological change,

10、new concepts of line management, changing corporate climates.Patrick M. WrightEDUCATION: Michigan State UniversityMBA (1987) Ph.D. (1988) in Business Administration.Major: OB/HRM. Minors: I/O Psychology, Labor and Industrial Relations. (Cognate: Business Strategy).Wheaton College B.A. in Psychology

11、(1982)RESEARCH INTERESTS:Strategic Human Resource Management, how firms create competitive advantage through people, the impact of HR practices on firm performance, the HR functions role in creating competitive advantage, the changing nature of the Chief HR Officer role, ethics and Corporate Social

12、Responsibility.Gayy C.McMahanEXECUTIVE DEVELOPMENT EXPERIENCE 1995-2000Program Faculty Advisor and Presenter, administered by the Graduate School of Business Administration Office of Executive Development - Marshall School of Business University of Southern California.INDUSTRY EXPERIENCEOrganization

13、al Development Consultant. BACKRBV and SHRMWith its emphasis on internal firm resources as sources of competitive advantage, the popularity of the RBV in the SHRM literature has been no exception. Since Barneys (1991) article outlining the basic theoretical model and criteria for sources of sustaina

14、ble competitive advantage, the RBV has become by far, the theory most often used within SHRM, both in the development of theory and the rationale for empirical research.As part of Journal of Managements Yearly Review of Management issue, Wright and McMahan (1992) reviewed the theoretical perspective

15、s that had been applied to SHRM. They presented the RBV as one perspective that provided a rationale for how a firms human resources could provide a potential source of sustainable competitive advantage. This was based largely on what was, at the time a working paper, but later became the Wright, Mc

16、Mahan and McWilliams (1994) paper described later.JargonsResourceBased View（RBV）资源基础观）资源基础观The resource-based view (RBV) as a basis for the competitive advantage of a firm lies primarily in the application of a bundle of valuable tangible or intangible resources at the firms disposal.Strategic Human

17、 Resource Management （SHRM）战略性人力资源管理）战略性人力资源管理The transformation from performance appraisal to performance management is a new perspective advocated by strategic human resource management theory. 从绩效考核转变成绩效管理，是战略性人力资源管理所倡导的新思路。 Human Resources （HR）人力资源）人力资源Human resources are the group of individual

18、s who make up the workforce of an organization.Competitive disadvantage 竞争劣势竞争劣势As the competition of international agricultural market heating up, the competitive disadvantage of Chinas agricultural products is becoming increasingly obvious; the demand of improving the competitiveness of Chinas agr

19、icultural products is growing.随着国际农产品市场竞争的日益激烈,我国农产品的竞争劣势日益突显,提高我国农产品竞争力的要求日益强烈。Competitive advantage 竞争优势竞争优势Supply management plays a very important role in corporate competitive advantage.供应管理对企业的竞争优势起着非常重要的作用。BACKNoteConceptionValueRarenessInimitabilitycompetitive disadvantagecompetitive paritytemporary competitive advantagesustained competitive advantageBACKQ&A1. What human resources are the source of competitive parity?A: Human resources that provide value, but are not rare are sources of competitive parity.