Keywords: human resources management systems, knowledge stocks, organisational competitiveness, organisational learning, human resource management, HRM, knowledge management
The nurture of knowledge-based resources through the design of an architecture of human resource management systems: implications for strategic management
This paper draws upon four perspectives (resource-based view of the firm, knowledge management view of the firm, organisational learning and human resources management) to develop a framework for analysing the building of a firm's sustained competitive advantage. Research on the resource-based view of the firm has explored the features of firm's strategic resources. It suggests that resources that are rare, valuable, scarce, non-imitable and non-substitutable provide a source of sustainable competitive advantage. According to the knowledge-based view of the firm, organisational knowledge is an intangible resource that meets the above stated conditions. However, these views of the firm have not explained how these strategic resources are created. Thus, in order to develop a holistic model that pushes forward this issue, serious attention must be focused now on the literature on human resource management and organisational learning.