A simulation tool for talent management in knowledge-intense firms. An opportunity for HR managers?

  1. Feás, Jacobo
  2. Calvo, Nuria
  3. Bastida, María
Global Business Perspectives

ISSN: 2194-0061

Ano de publicación: 2013

Volume: 1

Número: 3

Páxinas: 261-273

Tipo: Artigo

DOI: 10.1007/S40196-012-0003-2 GOOGLE SCHOLAR

Outras publicacións en: Global Business Perspectives

Referencias bibliográficas

  • Amit, R., & Shoemacker, P. J. H. (1993). Strategic assets and organizational rent. Strategic Management Journal, 14, 33–46.
  • Andersson, F., Brown, C., Campbell, B., & Chiang, H. (2005). The effects of HRM practices and R&D investment on worker productivity. Annual Meeting Sloan Industry Studies (December 14–16).
  • Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
  • Biswas, S., & Twitchell, D. (1991). Management consulting. A complete guide to the industry. New York: Wiley.
  • Bonache, J., & Cabrera, A. (2005). Dirección de personas. Prentice Hall: Financial Times.
  • Boxall, P. (2006). The strategic HRM debate and the resource-based view of the firm. Human Resource Management Journal, 6(3), 59–75.
  • Bueno Campos, E., & Morcillo Ortega, P. (2002). Enfoques principales de dirección del conocimiento: una síntesis. Boletín Intellectus, Centro de Investigación sobre la Sociedad del Conocimiento, 12–15.
  • Calvo, N. (2011). Is the contraction of demand an excuse for the laissez-faire human resource practices at professional services companies? System Dynamics Review, 27(3), 294–312.
  • Cap Gemini Ernst & Joung (1999–2005). Annual Report.
  • Cappelli, P., & Crocker‐Hefter, A. (1996). Distinctive human resources are firm’s core competences. Organizational Dynamics, 24(3), 7–22.
  • Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resources Management Review, 19(4), 304–313.
  • Dierickx, Y., & Cool, K. (1989). Asset stock accumulation and sustainability of competitive advantage. Management Science, 35, 1504–1511.
  • Fèdération Européenne des Associations de Conseils en Management (FEACO). Survey of the European Management Consultancy Market (1998-2005).
  • Forrester, J. W. (1961). Industrial dynamics. Cambridge: The MIT Press.
  • Godbout, A. J. (2000). Managing core competences: The impact of knowledge management on human resources practices in leading-edge organizations. Knowledge and Process Management, 7(2), 76–86.
  • Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(winter special issue), 109–122.
  • Hatch, N. W., & Dyer, J. H. (2004). Human capital and learning as a source of sustainable competitive advantage. Strategic Management Journal, 25(1), 1155–1178.
  • López-Cabrales, A., Pérez-Luño, A., & Valle Cabrera, R. (2009). Knowledge as a mediator between HRM practices and innovative activity. Human Resource Management, 48(4), 485–503.
  • Martell, K., & Carroll, S. (1995). Which executive human resource management practices for the top management teams are associated with higher firm performance? Human Resource Management, 34, 497–512.
  • Miles, R. E., & Show, C. C. (1984). Designing strategic human resource systems. Organizational Dynamics, 31(1), 36–52.
  • Minbaeva, D. (2008). HRM practices affecting extrinsic and intrinsic motivation of knowledge receivers and their effect on intra-MNC knowledge transfer. International Business Review, 17(6), 703–713.
  • Nonaka, S., & Takeuchi, H. (1995). The knowledge-creating company. New York: Oxford University Press, Inc.
  • Oliva, R. (1995). A Vensim module to calculate summary statistics for historical fit. Cambridge: Systems Dynamics Group, MIT. Memo D-4584.
  • Peteraf, M. A. (1993). The cornerstones of competitive advantage: A resource-based view. Strategic Management Journal, 14(3), 179–191.
  • Rumelt, R. P. (1984). Towards a strategic theory of the firm. In R. B. Lamb (Ed.), Competitive Strategic Management (pp. 556–570). Englewood Cliffs, New Jersey: Prentice Hall.
  • Rynes, S. L., Gerhart, B., & Minette, K. A. (2004). The importance of pay in employee motivation: Discrepancies between what people say and what they do. Human Resource Management, 43(4), 381–394.
  • Senge, P. M. (1990). The fifth discipline. México: Granica.
  • Stearman, J. (1998). Appropriate summary statistics for evaluating the historic fit of the system dynamics models. Dynamica, 10, II.
  • Stearman, J. (2000). Systems thinking and modeling for a complex world. Boston: Irwin McGraw-Hill.
  • Subramony, M. (2009). A meta-analytic investigation of the relationship between HRM bundles and firm performance. Human Resource Management, 48(4), 745–768.
  • Tarique, I., & Schuler, R. S. (2010). Global talent management: Literature review, integrative framework and suggestions for further research. Human Resources Management Review, 45(2), 122–133.
  • Top Consultant. (2007). Retention Report 2007. A key challenge for the management consultancy sector. UK Top-Consultant.com and Zambeasy.com.
  • Walton, R. E. (1985). From control to commitment in the workplace. Harvard Business Review, 63(2), 77–84.
  • Warren, K. (2000). The softer side of strategy dynamics. Business Strategy Review, 11(1), 45–58.
  • Warren, K., & Kourdi, J. (2003). People power. Developing the talent to perform. London: Vola Press.
  • Watson, G. W., & Papamarcos, S. D. (2002). Social capital and organizational commitment. Journal of Business and Psychology, 16(4), 537–551.
  • Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18(2), 295–320.