TitleExploring the linkages between strategic capabilities and HRM in the Korean management consulting industry
NameKim, Andrea (author), Huselid, Mark A. (chair), Kruse, Douglas L. (internal member), Liao, Hui (internal member), Rutgers University, Graduate School - New Brunswick,
SubjectIndustrial Relations and Human Resources,
Personnel management--Korea (South),
Business consultants--Korea (South),
Strategic planning--Korea (South),
Human capital--Korea (South)
DescriptionIn this study, strategic capabilities are proposed as a locus of external fit (i.e., HRM-strategy fit). Then, it is tested whether organizations improve performance through aligning HR practices with intellectual capital of strategic jobs that are crucial to strategic capabilities. Regression analyses of a sample of 46 management consulting firms in South Korea find that legitimizing capability (a strategic capability suggested by this study) improves organizational performance. It is also indicated that both legitimizing capability and organizational performance are increased by the use of (1) a sub-set of HR practices for human capital of senior consultants and (2) a system of HR practices for human capital and social capital of senior consultants. This study contributes to the management literature by illustrating the effectiveness of strategic HRM in relatively new settings (i.e., small organizations, professional service industry, and non-U.S. settings).
NoteIncludes bibliographical references
Noteby Andrea Kim
CollectionGraduate School - New Brunswick Electronic Theses and Dissertations
Organization NameRutgers, The State University of New Jersey
RightsThe author owns the copyright to this work.