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The core competence organization: Implications for human resource practices

The core competence organization: Implications for human resource practices,10.1016/S1053-4822(96)90017-0,Human Resource Management Review,Christine M

The core competence organization: Implications for human resource practices   (Citations: 17)
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This article describes the core competence organizational model (Prahalad & Hamel 1994) and discusses the conceptual shifts implicit in this model in relation to other theories: resource dependence, traditional strategic thinking, and the resource-based view of the firm. A strategic Human Resource (HR) Management framework is utilized to develop and present twelve hypotheses concerning the implications of core competence management for HR practices: job design, staffing, training and development, and the employee rewards system.
Journal: Human Resource Management Review - HUMAN RESOURCE MANAGEMENT REV , vol. 6, no. 2, pp. 147-164, 1996
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