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As with otherresources
(e.g., patents,reputation), astrategy thatcapitalizes onthe留学生论文代写distinctivefeatures of anorganization’sarray of humantalent is likely toenhance success
Introduction
Organizational researchers have long recognizedthe need for top managers to diagnose,respond to, and even anticipate economic, political,
and cultural events that have actualor potential effects onorganizations (e.g.,Lawrence & Lorsch, 1967; Pfeffer & Salancik,1978; Thompson, 1967). Consequent to thisinterest in strategically managing the relationship
between an organization and its environmenthas been an effort to understand in thatprocess the role of particular functions such
as marketing (e.g., Biggadike, 1981) and finance(e.g., Lubatkin & Shrieves, 1986). Thishas been particularly evident in recent work in
strategic human resource management. Thekey difference between traditional conceptionsof human resource management andstrategic HRM is the extent to which humanresource management is integrated with the
strategic decision-making processes that directorganizational efforts to cope with the environment(Guest, 1989). The strategic HRMperspective considers employees a strategicresource.
As with other resources (e.g., patents, reputation),a strategy that capitalizes on the distinctivefeatures of an organization’s array of
human talent is likely to enhance success(Barney, 1991). To the extent that human resourcemanagers play an active role in developing
an organization’s strategy, the strategywill be likely to capitalize on the strengths ofthe organization’s human resources. In addition,
if human resource managers are full part-Human Resource Management, Spring 1998, Vol. 37, No. 1, Pp. 3–16
Nathan Bennett, David J. Ketchen, Jr.,and Elyssa Blanton Schultz
Conceptually, a central aspect of “strategic HRM” is the integration of the HR functionwith strategic decision making. Little is known, however, about the factors that influenceintegration or its subsequent effects. Using data from 148 diverse organizations, itwas found that strategic type and whether or not top management views employees as
strategic resources were associated with integration, but that labor market munificenceand organizational growth were not. The results concerning the relationship betweenintegration and performance were surprising; integration was associated with a lowerevaluation of the HRM function by top management. © 1998 John Wiley & Sons, Inc.nners in strategic decision making, they are ina better position to craft human resource practicesthat elicit employee behavior supportiveof the organization’s strategy.Although integrating human resource
practices with strategic decision making is apopular normative directive, only two publishedstudies explicitly address such integration.From interviews with HR executives,Golden and Ramanujam (1985) identifiedfour levels of integration. These levels ranged
from the least integrated administrative linkagein which HRM processes paperwork andstrategic processes exist without HRM input,to the integrative linkage in which HRMis considered an integral part of senior management,and an effort is made to integrateemployee needs and business objectives tomeet long-term organizational goals. In theadministrative linkage model, employees areseen as a cost to be carefully managed,

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