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1、英文文献精读解析Theresource-basedview(RBV)ofthefirmhasinfluencedthefieldofstrategichumanresourcemanagement(SHRM)inanumberofways.ThispaperexplorestheimpactoftheRBVonthetheoreticalandempiricaldevelopmentofSHRM.ItexploreshowthefieldsofstrategyandSHRMarebeginningtoconvergearoundanumberofissues,andproposesanumbe
2、rofimplicationsofthisconvergence.TextAccordingtothisframework,aspectsofhumanresourcesthatdonotprovidevaluecanonlybeasourceofcompetitivedisadvantage.TheseresourcesoractivitiesareonesthatHRexecutivesshouldbediscardingfromtheHRfunction.Aspectsofhumanresourcesthatprovidevalue,butarenotrarearesourcesofco
3、mpetitiveparity.Theseresourcesarenottobedismissedasuseless.Nottohavethemisasourceofcompetitivedisadvantage,but,becauseotherfirmspossessthem.Temporarycompetitiveadvantagestemsfromresourcesthatprovidevalueandarerare,butareeasilyimitated.However,iftheseresourcesdoserveasasourceofcompetitiveadvantage,th
4、enotherfirmswillsoonimitatethem,resultingincompetitiveparity.Finally,aspectsofhumanresourcesthatarevaluable,rare,anduneasilyimitated,canbeasourceofsustainedcompetitiveadvantage,butonlyifthefirmisorganizedtocapitalizeontheseresources.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
5、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。BAC
6、KBackgroundInformationTheInternationalJournalofHumanResourceManagement(INTJHUMRESOURMAN)Publisher:Taylor&FrancisDescriptionTheInternationalJournalofHumanResourceManagementistheforumforHRMscholarsandprofessionalsworld-wide.Concernedwiththeexpandingroleofstrategichumanresourcemanagementinafast-changin
7、gglobalenvironment,theJournalfocusesonfuturetrendsinHRM,drawingonempiricalresearchintheareasofstrategicmanagement,internationalbusiness,organisational,personnelmanagementandindustrialrelations.TheInternationalJournalofHumanResourceManagementencouragesstrategicallyfocusedarticlesonawiderangeofissuesi
8、ncludingemployeeparticipation,humanresourceflow,rewardsystemsandhighcommitmentworksystems.TheJournalaimstoaddressmajorissuesarisingfrom:internationalisationofmarketintegration,increasedcompetition,technologicalchange,newconceptsoflinemanagement,changingcorporateclimates.PatrickM.WrightEDUCATION:Mich
9、iganStateUniversityMBA(1987)Ph.D.(1988)inBusinessAdministration.Major:OB/HRM.Minors:I/OPsychology,LaborandIndustrialRelations.(Cognate:BusinessStrategy).WheatonCollegeB.A.inPsychology(1982)RESEARCHINTERESTS:StrategicHumanResourceManagement,howfirmscreatecompetitiveadvantagethroughpeople,theimpactofH
10、Rpracticesonfirmperformance,theHRfunctionsroleincreatingcompetitiveadvantage,thechangingnatureoftheChiefHROfficerrole,ethicsandCorporateSocialResponsibility.GayyC.McMahanEXECUTIVEDEVELOPMENTEXPERIENCE1995-2000ProgramFacultyAdvisorandPresenter,administeredbytheGraduateSchoolofBusinessAdministrationOf
11、ficeofExecutiveDevelopment-MarshallSchoolofBusinessUniversityofSouthernCalifornia.INDUSTRYEXPERIENCEOrganizationalDevelopmentConsultant.BACKRBVandSHRMWithitsemphasisoninternalfirmresourcesassourcesofcompetitiveadvantage,thepopularityoftheRBVintheSHRMliteraturehasbeennoexception.SinceBarneys(1991)art
12、icleoutliningthebasictheoreticalmodelandcriteriaforsourcesofsustainablecompetitiveadvantage,theRBVhasbecomebyfar,thetheorymostoftenusedwithinSHRM,bothinthedevelopmentoftheoryandtherationaleforempiricalresearch.AspartofJournalofManagementsYearlyReviewofManagementissue,WrightandMcMahan(1992)reviewedth
13、etheoreticalperspectivesthathadbeenappliedtoSHRM.TheypresentedtheRBVasoneperspectivethatprovidedarationaleforhowafirmshumanresourcescouldprovideapotentialsourceofsustainablecompetitiveadvantage.Thiswasbasedlargelyonwhatwas,atthetimeaworkingpaper,butlaterbecametheWright,McMahanandMcWilliams(1994)pape
14、rdescribedlater.JargonsResourceBasedView（RBV）资源基础观）资源基础观Theresource-basedview(RBV)asabasisforthecompetitiveadvantageofafirmliesprimarilyintheapplicationofabundleofvaluabletangibleorintangibleresourcesatthefirmsdisposal.StrategicHumanResourceManagement（SHRM）战略性人力资源管理）战略性人力资源管理Thetransformationfromper
15、formanceappraisaltoperformancemanagementisanewperspectiveadvocatedbystrategichumanresourcemanagementtheory.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。HumanResources（HR）人力资源）人力资源Humanresourcesarethegroupofindividualswhomakeuptheworkforceofanorganization.Competitivedisadvantage竞争劣势竞争劣势Asthecompetitionofinternatio
16、nalagriculturalmarketheatingup,thecompetitivedisadvantageofChinasagriculturalproductsisbecomingincreasinglyobvious;thedemandofimprovingthecompetitivenessofChinasagriculturalproductsisgrowing.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。Competitiveadvantage竞争优势竞争优势Supplymanagementplaysaveryimpor
17、tantroleincorporatecompetitiveadvantage.供应管理对企业的竞争优势起着非常重要的作用。BACKNoteConceptionValueRarenessInimitabilitycompetitivedisadvantagecompetitiveparitytemporarycompetitiveadvantagesustainedcompetitiveadvantageBACKQ&A1.Whathumanresourcesarethesourceofcompetitiveparity?A:Humanresourcesthatprovidevalue,buta
18、renotrarearesourcesofcompetitiveparity.2.TemporaryCompetitiveadvantagestemsfromresourcesthatprovidevalueandarerare,butareeasilyimitated.(TorF)【T】3.Finally,aspectsofhumanresourcesthatarevaluable,rare,anduneasilyimitated,canbeasourceofsustainedcompetitiveadvantage,butonlyifthefirmisorganizedtocapitali
19、zeontheseresources.(Translation)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。BACKThereasonwhywechoosethispassageRBV理论是现代企业资源观的基础理论。该理论认为，在公司之间可能存在着一种异质或差异，正是这些差异使得一部分公司保持着竞争优势。因此，RBV理论强调战略选择，认为公司管理的战略任务就是找出、发展和配置这一部分与众不同的关键资源，以谋求最大化的经营回报。根据RBV理论，本文提出了竞争劣势、竞争均势、竞争优势以及可持续的竞争优势，企业可以分析并且定位自身所处的状况，进而有侧重地弥补不足，不断提升公司竞争力，取得可持续的战略优势。此课件下载可自行编辑修改，仅供参考！此课件下载可自行编辑修改，仅供参考！感谢您的支持，我们努力做得更好！谢谢感谢您的支持，我们努力做得更好！谢谢