The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development

Recognizing that not all employees possess knowledge and skills that are of equal strategic importance, we draw on the resource-based view of the firm, human capital theory, and transaction cost economics to develop a human resource architecture of four different employment modes: internal developme...

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Bibliographic Details
Published in:The Academy of Management review 1999-01, Vol.24 (1), p.31-48
Main Authors: Lepak, David P., Snell, Scott A.
Format: Article
Language:English
Subjects:
Alliances
Architectural control
Architecture
Capital investments
Competition
Competitive advantage
Competitiveness
Costs
Employees
Employment
Employment practices
Human capital
Human resource management
Human resources
Investments
Organization theory
Outsourcing
Personnel management
Quadrants
Skills
Strategic management
Transaction costs
Uniqueness
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Summary:Recognizing that not all employees possess knowledge and skills that are of equal strategic importance, we draw on the resource-based view of the firm, human capital theory, and transaction cost economics to develop a human resource architecture of four different employment modes: internal development, acquisition, contracting, and alliance. We use this architecture to derive research questions for studying the relationships among employment modes, employment relationships, human resource configurations, and criteria for competitive advantage.
ISSN:0363-7425
1930-3807
DOI:10.2307/259035