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dc.contributor.authorWright, Patrick M.
dc.date.accessioned2020-11-25T14:52:55Z
dc.date.available2020-11-25T14:52:55Z
dc.date.issued2003-09-01
dc.identifier.other112191
dc.identifier.urihttps://hdl.handle.net/1813/77210
dc.description.abstractTheories of knowledge-based competition focus on internal resources as the source of value creation. The HR architecture (Lepak & Snell, 1999) brought human resource management directly into this forum by developing a model of human capital allocation and management. We attempt to extend the HR architecture by introducing a framework of relational archetypes—entrepreneurial and cooperative—that are derived from unique combinations of three dimensions (cognitive, structural, and affective) that characterize internal and external relationships of core knowledge employees. Entrepreneurial archetypes facilitate value creation from external partnerships while cooperative archetypes facilitate value creation from internal partnerships. This paper identifies how each of these archetypes is managed by a corresponding HR configuration and how they together contribute to value creation by facilitating organizational learning via exploration and exploitation.
dc.language.isoen_US
dc.subjecttrust
dc.subjectHR
dc.subjectorganization
dc.subjectperformance
dc.subjectfirm
dc.subjectbusiness
dc.subjectcorporate
dc.subjectscandal
dc.subjectcompensation
dc.titleRestoring Trust: The Role of HR in Corporate Governance
dc.typepreprint
dc.description.legacydownloadsWP03_11.pdf: 8340 downloads, before Oct. 1, 2020.
local.authorAffiliationWright, Patrick M.: pmw6@cornell.edu Cornell University


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