Gestión estratégica de recursos humanos, flexibilidad organizativa y encaje estratégico: Implicaciones para la competitividad empresarial

Autores/as

  • Patricia Ordóñez de Pablos

Palabras clave:

capital humano, competitividad empresarial, encaje externo e interno, estrategia de la empresa, flexibilidad organizativa, gestión de recursos humanos, recursos organizativos.

Resumen

Sin duda las empresas necesitan conocer cómo pueden configurar sus sistemas y prácticas de gestión de recursos humanos con el objetivo de crear una ventaja competitiva a largo plazo. Para ello, deben comprender la importancia de que estos sistemas y prácticas de recursos humanos logren de manera simultanea dos objetivos claves: la flexibilidad organizativa y el encaje estratégico. Así, por un lado, el sistema de gestión estratégica de recursos humanos debe permitir la adaptación de las prácticas de gestión de recursos humanos y las habilidades, conocimientos y comportamientos de los empleados a las necesidades inmediatas de la empresa, reflejadas éstas en su estrategia organizativa. Por otro, estos sistemas de gestión de recursos humanos deben favorecer el desarrollo de una capacidad dinámica en la organización, generando así una capacidad de respuesta a las necesidades planteadas por la actual estrategia organizativa. En resumen, la gestión estratégica de recursos humanos debe facilitar la flexibilidad estratégica con el fin de que la empresa alcance un encaje dinámico y pueda responder adecuadamente a las demandas de la estrategia y el entorno. El objetivo del presente trabajo es analizar como la gestión estratégica de recursos humanos puede generar una ventaja competitiva sostenible si incorpora dos objetivos esenciales: por un lado, la flexibilidad organizativa, tanto de recursos como de coordinación, y por otro, el encaje, tanto externo como interno. El logro de estos objetivos de manera simultanea permite la generación de un encaje dinámico, capaz de generar una empresa que se renueva a si misma, al tiempo que le confiere una capacidad de respuesta rápida frente a las demandas del entorno. Con el fin de examinar estas cuestiones, el trabajo se estructura en tres apartados principales. En primer lugar, se analiza la importancia de la gestión estratégica de recursos humanos como factor competitivo clave en el entorno económico actual. En segundo lugar, se propone un marco conceptual para el análisis de los recursos humanos desde la perspectiva de la teoría de recursos y capacidades de la empresa. Sin duda, el capital humano de la organización representa un recurso crítico dado su carácter especifico. En tercer lugar, se aborda cómo la gestión estratégica de recursos humanos puede configurar los sistemas y prácticas de recursos humanos para desarrollar una capacidad dinámica que permita a la empresa responder a los desafíos competitivos del mercado, tanto en entornos estables como dinámicos. Para ello, los sistemas de gestión de recursos humanos deben ser capaces de responder simultáneamente a los objetivos de encaje estratégico y flexibilidad organizativa. Finalmente se presentan las principales conclusiones e implicaciones para la gestión de recursos humanos derivadas de este trabajo.

Biografía del autor/a

Patricia Ordóñez de Pablos

Departamento de Administración de Empresas y Contabilidad. Universidad de Oviedo. Facultad de Ciencias Económicas y Empresariales

Citas

ALCHAIN, A. A. y DEMSETZ, H. (1972): “Production, information costs, and economic organization”, American Economic Review,62: 777-795.

AMIT, R. y SCHOEMAKER, P.J.H. (1993): “Strategic assets and organizational rent”, Strategic Management Journal, Vol. 14, pp 33-46.

ANDREWS, K. (1971): The concept of corporate strategy. Homewood,IL: Dow-Jones Irwin.

BAIRD, L. y MESHOULAM, I. (1988): “Managing two fits of strategic human resource management”, Academy of Management Review, 13 (1), 116-128.

BARLEY, S. R. y KUNDA, G (1992): “Design and devotion: Surges of rational and normative ideologies of control in managerial discourse”, Administrative Science Quartely, 37, 363-399.

BARNEY, J. B. (1991): “Firm resources and sustained competitive advantage”, Journal of Management, 17(1), 99-120.

BARNEY, J. B. (1992): “Integrating organizational behaviour and strategy formulation research: A resource-based analysis”, en P. SHRIVASTAVA, A. HUFF y J. DUTTON (Eds.): Advances in strategic management, Vol. 8: 39-61.

BARNEY, J. B. (1995): “Looking inside for competitive advantage”, Academy of Management Executive, vol. 9(4), pp. 49-61.

BARNEY, J. B. y WRIGHT, P. M. (1998): “On becoming a strategic partner: The role of human resources in gaining competitive advantage”, Human Resource Management, 37: 31-46.

BECKER, G. S. (1964): Human capital, Nueva York: Columbia University Press.

BECKER, G. S. (1975): Human capital- A theoretical and empirical analysis with special reference to education, Nueva York (EEUU): Columbia University press, Segunda edición (Traducción castellana publicada por Alianza Editorial, Madrid, 1983).

BEER, M., SPECTOR, B., LWARENCE, P.R, MILLS, D.Q., y WALTON, R.E. (1985): Human resource management, Nueva York: Free Press.

BUENO, E. (2002a): “El reto de emprender en la Sociedad del Conocimiento: El capital de emprendizaje como dinamizador del Capital Intelectual”, en Genescá, E. y Urbano, D. Libro Homenaje al Profesor J. M. Veciana, próxima publicación.

BUENO, E. (2002b): “Dirección estratégica basada en conocimiento: Teoría y práctica de la nueva perspectiva”, en Morcillo, P. (2002): Nuevas Claves para la Dirección Estratégica, Ed. Ariel, Barcelona

CAPPELLI, P. y SINGH, H. (1992): “Integrating strategic human resources and strategic management”, en D. LEWIN, O. S. MITCHELL y P. SHERER. (eds.): Research frontiers in industrial relations and human resources, pp. 165-192. Madison WI: Industrial Relations Research Association.

CHAKRABARTY, B. S. (1982): “Adaptation: A promising metaphor for strategic management”, Academy of Management Review, vol. 7(1), pp. 35-44.

COLLIS, D. J. y MONTGOMERY, C. A. (1995): “Competing on resources: Strategy in the 1990s”, Harvard Business Review, July August, pp. 118-128.

CONNER, K. R (1991): “A historical comparison of resource – based theory and five schools of thought within industrial organization economics: do we have a new theory of the firm? “, Journal of Management, Vol. 17, No.1, pp 121- 54.

D’AVENI, R. H. (1994): Hypercompetition: Managing the dynamics of strategic maneuvering. Nueva York: Free Press

DELERY, J. E. y DOTY, D. H. (1996): “Modes of theorizing in strategic human resource management: Tests of universalistic, contingency and configurational performance preditions”, Academy of Management Journal, 39: 802-835.

DIERICKX, I. y COOL, K. (1989a): “Assets stock accumulation and sustainability of competitive advantage”, Management Science, Vol. 35 (12), pp. 1504-1511.

DIERICKX, I. y COOL, K. (1989b): “Assets stock accumulation and sustainability of competitive advantage: Reply”. Management Science, 35(12), pp. 1512-1513.

DYER, L. (1983): “Bringing human resources into the strategy formulation process”, Human Resource Management, 22, 257-271.

EATON, B. y LIPSEY, R. (1980): “Exit barriers as entry barriers: The durability of capital as a barrier to entry”, Bell Journal of Economics, otoño, pp. 721-729.

EISENHARDT, K. M y MARTIN, J. A. (2000): “Dynamic capabilities: what are they?”, Strategic Management Journal, vol. 21, pp.1105-1121.

EISENHARDT, K. M y MARTIN, J. A. (2000): “Dynamic capabilities: what are they?”, Strategic Management Journal, vol. 21, pp.1105-1121.

EISENHARDT, K. M y MARTIN, J. A. (2000): “Dynamic capabilities: what are they?”, Strategic Management Journal, vol. 21, pp.1105-1121.

FINKELSTEIN, S. y HAMBRICK, D. (1996): Strategic leadership. St. Paul: West.

FLAMHOLTZ, E. y LACEY, J. (1981): Personnel management: Human capital theory and human resource accounting, Los Ángeles, CA: Institute of Industrial Relations, UCLA.

FOMBRUN, C., TICHY, N.M., and DEVANNA, M.A. (1984): Strategic human resource management. Nueva York: John Wiley.

FOSS, N. (1997a): “Equilibrium vs evolution in the resource-based perspective: The conflicting legacies of Demsetz and Penrose”, DRUID Working Papers (ISBN 87-7873-029-5). Prepared for Nicolai J. Foss and Paul L. Robertson (Eds.): Resources, technology and strategy.

FOSS, N. (1997b): “The resource-based perspective: An assessment and diagnosis of problems”, DRUID Working Paper, No. 97-1.

GINSBERG, A. (1994): “Minding the competition: from mapping to mastery”, Strategic Management Journal, 15: 153-174.

GOMEZ-MEJIA, L. R. y BALKIN, D. B. (1992): Compensation, organizational strategy, and firm performance. Cincinnati: South Western Publishing.

GRANT, R. (1991): “A resource-based theory of competitive advantage: Implications for strategy formulation”, California Management Journal, Vol. 33, No.3, pp.114-135.

GRANT, R. (1996a): “Toward a knowledge-based theory of the firm”, Strategic Management Journal, vol. 17, (Winter special issue), pp. 109-122.

GRANT, R. (1996b): “Prospering in dynamically competitive environments: Organizational capability as knowledge integration”, Organization Science, Vol. 7, No. 4, pp. 375-388.

GUPTA, A. (1984): “Contingency linkages between strategy and general managers’ characteristics: A conceptual examination”, Academy of Management Review, 9:399-412.

GUPTA, A., y GOVINDARAJAN, V. (1984): “Business unit strategy, managerial characteristics, and business unit effectiveness at strategy implementation”, Academy of Management Journal, 27: 25-41.

HALL, R. (1992): “The strategic analysis of intangible resources”, Strategic Management Journal, Vol. 13, pp. 135-144.

HALL, R. (1993): “A framework linking intangible resources and capabilities to sustainable competitive advantage”, Strategic Management Journal, vol. 14, pp. 607-618.

HAMEL, G. y PRAHALAD, C. K. (1994): Competing for the future. Boston: Harvard Business School Press

HITT, M. y TYLER, B. (1992): “Validity and utility of alternative predictors of job performance”, Psychological Bulletin, 96: 72-98.

HUSELID, M. A. (1995): “The impact of human resource management practices on turnover, productivity, and corporate financial performance”, Academy of Management Journal 38:635-672.

HUSELID, M. A. y BECKER, B. (1996): “Methodological issues in cross-sectional and panel estimates off the HR-firm performance link”, Industrial Relations, 35:400-422.

HUSELID, M. A., JACKSON, S. E. y SCHULER, R. S. (1997): “The significance of human resource management effectiveness for corporate financial performance”, Academy of Management Journal, 40, 171-88.

ITAMI, H. y ROEHL, T. (1987): Mobilizing invisible assets, Harvard Business School Press.

JACKSON, S. E., SCHULER, R. y RIVERO, J. C. (1989): “Organizational characteristics as predictors of personnel practices”, Personnel Psychology, 42: 727-786.

KAMOCHE, K. (1996): “Strategic human resource management within a resource-capability view of the firm”, Journal of Management Studies, vol. 33, No. 1, pp. 213-233.

KERR, J. (1982): “Assigning managers on the basis of the life ycle”, Journal of Business Strategy, 2(4): 58-65.

LADO, A. A. y WILSON, M. C. (1994): “Human resource systems and sustained competitive advantage: A competency-based perspective”, Academy of Management Review, 19: 699-727.

LADO, A. A., BOYD, N. G. y WRIGHT, P. (1992): “A competency based model of sustainable competitive advantage: Toward a conceptual integration”, Journal of Management, 18: 429-456.

LENGNICK-HALL, C. A. y LENGNICK-HALL, M. L. (1988): “Strategic human resources management: A review of the literature and a proposed typology”, Academy of Management Review, 13(3), 454-470.

LEONARD-BARTON, D. (1992): “Core capabilities and core rigidities: A paradox in managing new product development”, Strategic Management Journal, vol. 13, 8, pp. 111-125.

LEONARD-BARTON, D. (1995): Wellsprings of knowledge: Building and sustaining the sources of innovation. Boston: Harvard Business School Press.

LEPAK, D. P. y SNELL, S. A. (1999): “The human resource architecture: Toward a theory of human capital allocation and development”, Academy of Management Review, 24: 31-48.

LEWIN, O. S. MITCHELL y P. SHERER. (eds.): Research frontiers in industrial relations and human resources, pp. 165-192. Madison WI: Industrial Relations Research Association.

LIPPMAN, S. y RUMELT, R. P. (1982): “Uncertain imitability: An analysis of interfirm differences in efficiency under competition”, The Bell Journal of Economics, Vol. 13, pp. 418-438.

MACDUFFIE, J. P. (1995): “Human resources bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry”, Industrial and Labor Relations Review, 48(2), 197-221.

MACMILLAN, I., MCCAFFERTY, M. L. y VAN WIJK, G. (1985): “Competitor’s response to easily imitated new products –exploring commercial banking product introductions”, Strategic Management Journal, 6: 75-86.

MAHONEY, J. T. (1995): “The management of resources and the resource management”, Journal of Business Research, vol. 33, pp. 91-101.

MAHONEY, T. A. y DECKOP, J. R. (1986): “Evolution of concept and practice in personnel administration human resource management”, Journal of Management, 12(2),223-241.

MAHONEY, J. T. y PANDIAN, J. R. (1992): “The resource-based view within the conversation of strategic management”, Strategic Management Journal, vol. 13, pp. 363-380.

MCKELVEY, B. (1983): Organizational systematics: Taxonomy, evolution and classification. Berkeley, CA: University of California Press.

MILES, R. E. y SNOW, C. C. (1978): Organizational strategy, structure and process, McGraw-Hill Book Company.

MILES, R. E. y SNOW, C. C. (1984): “Designing strategic human resource systems”, Organizational Dynamics, vol. 31(1), pp. 36-52.

MILLIMAN, J., VON GLINOW, M. A. y NATHAN, M. (1991): “Organizational life cycles and strategic international human resource management in multinational companies: implications for congruence theory”, Academy of Management Review, vol. 16, pp. 318-339.

MINTZBERG, H. (1973): The nature of managerial work. Nueva York: Harper & Row.

MONTGOMERY, C. A. y WERNERFELT, B. (1988): “Diversification, ricardian rents, and Tobin’s q”, RAND Journal of Economics 19: 623-622.

NAVAS LÓPEZ, J. E. (2000): “La teoría de recursos y capacidades como marco de referencia de la gestión del conocimiento y el capital intelectual”, en E. BUENO CAMPOS y M. P. SALMADOR SÁNCHEZ (Eds.): Perspectivas sobre dirección del conocimiento y capital intelectual, I. U. Euroforum Escorial, pp. 50-54.

NAVAS LÓPEZ, J. E. y GUERRAS MARTÍN, L. A. (2000): Casos de dirección estratégica de la empresa. Cívitas. Madrid.

OLIAN, J. D. y RYNES, S. L. (1984): “Organizational staffing: Integrating practice with strategy”, Industrial Relations, 23, 170-181.

ORDÓÑEZ DE PABLOS, P. (2001): Capital intelectual, gestión del conocimiento y sistemas de gestión de recursos humanos:Influencia sobre los resultados organizativos. Tesis Doctoral, Universidad de Oviedo.

PENNINGS, J. M., LEE, K. y VAN WITTELOOSTUIJN, A. (1998): “Human capital, social capital and firm dissolution”, Academy of Management Journal, 41: 425-440.

PENROSE, E. T (1959): The theory of the growth of the firm, John Wiley & Sons, Nueva York.

PETERAF, M. A. (1993): “The cornerstone of competitive advantage: A resource based-view”, Strategic Management Journal, Vol. 14, p. 179-191.

PFEFFER, J. (1998): The Human equation. Boston, MA: Harvard Business School Press.

PORTER, M. E. (1980): Competitive strategy: Techniques for analysing industries and competitors. Nueva York: Free Press.

PRAHALAD, C. K. (1983): “Developing strategic capability: An agenda for management”, Human Resources Management, 22, 237-254.

PRAHALAD, C. K. (1983): “Developing strategic capability: An agenda for management”, Human Resources Management, 22, 237-254.

PRAHALAD, C. K. Y HAMEL, G. (1990): “The core competence of the corporation”, Harvard Business Review, Vol. 68, Mayo-Junio, pp.79-91.

PRIEM, R. L. Y BUTLER, J. E. (2001a): “Is the resource-based “view” a useful perspective for strategic management research?”, Academy of Management Review, Vol. 26, No.1, pp. 22-40.

PRIEM, R. L. Y BUTLER, J. E. (2001b): “Tautology in the resource based view and the impications of externally determined resource value: Further comments”, Academy of Management Review, Vol. 26, No.1, pp. 57-66.

REED, R. Y DEFILLIPPI, R. (1990): “Causal ambiguity, barriers to imitation and sustainable competitive advantage”, Academy of Management Review, Vol. 15 (1), pp. 88-102.

RUMELT, R. P. (1987): “Theory, strategy and entrepreneurship”, en D. J. TEECE (ed.): The competitive challenge: Strategies for industrial innovation and renewal, Ballinger, Cambridge, MA, pp. 137-158.

RUMELT, R. P. (1991): “How much does industry matter”, Strategic Mannagement Journal, vol. 12, pp. 167-185.

SALAS FUMÁS, V. (1996): “Economía y gestión de los activos intangibles”, Economía Industrial, No. 307, pp. 17-24.

SALAS FUMÁS, V. (1990): “Economías de la gran empresa y poder de mercado”, en X. VIVES y J. GUAL (Coords.): Concentración empresarial y competitividad, Barcelona. Editorial Ariel Economía /Fedea.

SANCHEZ, R. (1995): “Strategic flexibility in product competition”, Strategic Management Journal, 16: 135-159.

SCHULER, R. S. (1992): “Strategic human resource management: Linking people with the strategic needs of the business”, Organizational Dynamics, Vol. 21, No.1, pp.18-32.

SCHULER, R. S. y JACKSON, S. E. (1987b): “Organizational strategy and organization level as as determinants of human resource management practices”, Human Resource Planning, vol. 10(3), pp. 125-141.

SCHULER, R. S. y JACKSON, S. E. (1987a): “Linking competitive strategies with human resource management practices”, Academy of Management Executive, 1: 207-219.

SCHULER, R. S. y MACMILLAN, I. (1984): “Gaining competitive advantage through human resource practices”, Human Resource Management, 23, 241-256.

SNELL, S. S., YOUNDT, M. A. y WRIGHT, P. M. (1996): “Establishing a framework for research in strategic human resource management: Merging resource theory and organizational learning”, en G.R. FERRIS (Ed.): Research in Personnel and Human Resources Management, Vol. 14, 61-90.

SNOW, C. C. y SNELL, S. A. (1993): “Staffing as strategy”, en N. SCHMITT y W. C. BORMAN (Eds.): Personnel selection in organizations. San Francisco: Jossey-Bass, pp. 448-478.

SPENDER, J. C. (1996a): “Making knowledge the basic of a dynamic theory of the firm”, Strategic Management Journal, vol. 17, pp. 45-62.

SPENDER, J. C. (1996b): “Making knowledge, collective practice and Penrose rents”, International Business Review, Vol.3, p. 4.

TEECE, D., PISANO, G. y SHUEN, A. (1997): “Dynamic capabilities and strategic management”, Strategic Management Journal, Vol. 18, No. 7, pp. 509-533.

TICHY, N. M., FOMBRUN, C. J. y DEVANNA, M. A. (1982): “Strategic human resource management”, Sloan Management Review, 23 (2), 47-61.

ULRICH, D. (1991): “Using human resources for competitive advantage”, en R.H. KILMANN, I. KILMANN and ASSOCIATES (Eds): Making organizations competitive: Enhancing networks and relationships across traditional boundaries, Jossey-Bass Publishers, pp. 129-155.

ULRICH, D. y LAKE, D. (1990): Organizational capability: Competing from the inside out. Nueva York: John Wiley & Sons.

VENTURA VICTORIA, J. (1996): Análisis dinámico de la estrategia empresarial: Un ensayo interdisciplinar. Servicio de publicaciones. Universidad de Oviedo.

WERNERFELT, B. (1984): “A resource based view of the firm”, Strategic Management Journal, Vol.5, pp. 171-180.

WERNERFELT, B. (1995): “The resource-based view of the firm: ten years after”, Strategic Management Journal, vol. 5, No. 2, pp. 171-174.

WERNERFELT, B. y MONTGOMERY, C. A. (1988): “Tobin’s q and the importance of focus in firm performance”, American Economic Review, Vol. 8, No. 1, pp. 246-250.

WIERSEMA, M., and BANTEL, K. (1992): “Top management team demography and corporate strategic change”, Academy of Management Journal, 35: 91-121.

WILLIAMSON, O. E. (1975): Markets and hierarchies. Nueva York: Free Press.

WILLIAMSON, O. E. (1985): The economic institutions of capitalism. Nueva York: Free Press.

WRIGHT, P. M. y MCMAHAN, G. C. (1992): “Theoretical perspectives for strategic human resource management”, Journal of Management, Vol. 18, No.2, pp. 295-320.

WRIGHT, P. M. y SNELL, S. A. (1991): “Toward an integrative view of strategic human resource management”, Human Resources Management Review, vol.1(3), pp. 203-225.

WRIGHT, P. M. y SNELL, S. A. (1998): “Toward a unifying framework for exploring fit and flexibility in strategic human resource management”, Academy of Management Review, vol. 23(4), pp. 756-772.

WRIGHT, P. M., MCMAHAN, G. C. y MCWILLIAMS, A. (1994): “Human resources and sustained competitive advantage: A resource-based perspective”, International Journal of Human Resource Management, 5(2), 301-326.

WRIGHT, P. M., SMART, D. L. y MCMAHAN, G. C. (1995): “Matches between human resources and strategy smong NCAA basketball teams”, Academy of Management Journal, 38: 1052-1074.

YOUNDT, M. A., SNELL, S. A., DEAN, J. W. Y LEPAK, D. P. (1996): “Human resource management, manufacturing strategy and firm performance”, Academy of Management Journal, 39: 836-866.

Descargas

Cómo citar

Ordóñez de Pablos, P. (2016). Gestión estratégica de recursos humanos, flexibilidad organizativa y encaje estratégico: Implicaciones para la competitividad empresarial. ICADE. Revista De La Facultad De Derecho, (65), 31–74. Recuperado a partir de https://revistas.comillas.edu/index.php/revistaicade/article/view/6515

Número

Sección

Monográfico. Artículos