Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/78927
Authors: 
Swart, Juani
Kinnie, Nicholas
Purcell, John
Year of Publication: 
2004
Citation: 
[Journal:] Management Revue [ISSN:] 1861-9916 [Publisher:] Hampp [Place:] Mering [Volume:] 15 [Year:] 2004 [Issue:] 3 [Pages:] 288-304
Abstract: 
It is often assumed that firms have freedom of choice over their HR policies and practices, however, the networks within which they operate suggest that the HR practices themselves may be influenced by clients, suppliers, partners and other collaborators. This paper aims to examine the development of HR policies and practices as a consequence of the exercise of strategic choice within the network. The influence of networks on competitive advantage is particularly evident in knowledge intensive firms (KIFs) that rely solely on their human capital to generate intellectual capital. We present three software firm case studies to illustrate various types of influences that the network may have on the HR Advantage of a firm.
Subjects: 
network influences
Human Resource Advantage
knowledge intensive firms
strategic choice
network advantage
Document Type: 
Article

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