How can organisations develop and implement strategies that are successful and sustainable over time? How can they avoid adopting strategies that will dissipate their advantage? In this Manager Update, Ian Turner reviews literature that suggests that a focus on human and technological resources holds the key to sustainable advantage.
Get full access to this article
View all access options for this article.
References
1.
UlrichD. (1998), ‘The New Mandate for HR’, Harvard Business Review.
2.
PfefferJ. (1994), ‘Competitive Advantage Through People: Unleashing the Power of the Workforce’, Harvard Business School Press, Boston.
3.
MarchingtonMick, & GrugulisIrena (2000), “Best practice’ human resource management: perfect opportunity or dangerous illusion?’, The International Journal of Human Resource Management, Vol. 11 (6), pp. 1104–1124.
4.
ColbertBarry (2004), ‘The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management’, Academy of Management Review, Vol. 29 (3), pp. 341–359.
5.
ColbertBarryop. cit. pp. 341–359.
6.
AhujaGautam, & KatilaRiitta (2004), ‘Where do Resources Come from: the role of idiosyncratic situations’, Strategic Management Journal, Vol. 25 (8/9), pp. 887–987.
7.
AhujaGautam, & KatilaRiittaop cit., pp. 903.
8.
CarrNicholas G. (2004), ‘The Corrosion of IT Advantage: Strategy Makes a Come-Back’, Journal of Business Strategy, Vol. 25 (5), pp. 10–15.
9.
CarrNicholas G. (2003), ‘Does IT Matter?’Harvard Business Review, Vol. 81 (5), p. 41.
10.
CarrNicholas G. (2003), ‘Does IT Matter?’Harvard Business Review, Vol. 81 (5), p. 11.
11.
CarrNicholas G. (2003), ‘Does IT Matter?’Harvard Business Review, Vol. 81 (5), p. 15.
