Achieving Organizational Effectiveness through Human Capital Acquisition Practices-The Moderating Effects of Environment Turbulence and Knowledge Sharing Climate
Journal
人力資源管理學報
Journal Volume
13
Journal Issue
3
Pages
1-25
Date Issued
2013
Author(s)
Abstract
To acquire talents from outside to enhance competitive advantage has become a leading issue in modern business organizations. When firms face constantly changing environments, build talents purely from inside may be inefficiency. However, new talents recruited from outside can only deliver their well-prepared knowhow smoothly in knowledge-sharing climate. This study then aimed to explore the impacts of a group of external human capital acquisition (EHCA) practices on organizational performance and to examine the moderating effects of two contingencies, environmental turbulence and the knowledge-sharing climate, on the effectiveness of these EHCA practices. Our findings imply that organizational abilities to attract and acquire human capital become a key competence for high performance companies. After successfully selecting and retaining external intelligence from outside, a firm can expect to accumulate, diversify, and then utilize its knowledge stores to promote operational efficiency and earn a positive expectation from the stock market. While typical strategic HRM models encourage building an internal labor market to gain an un-imitated advantage, paying skilled employees to reap profit promptly is still essential. However, talented employees from outside who join an organization must learn the shared language, fit in the social context, and embed themselves in the network composed by the original members before they can contribute to the firm's performance.
SDGs
Type
journal article