【正文】 DRamp。D Production Team Production amp。 Customer Ramp。 . Ramp。 Customer Ramp。 Government Quality Team Production amp。 DM a n u f a ct u r in g /Op e r a t io n sDis t r ib u t io n S a le sS a le s T M TCu s tS e r vHRRamp。Dteam Tamp。 DP a r t n e r sTR A D I TI O N A L JO B B A SE D E M PL O Y M E N TA LL I A N C E / PA R T N E RC O N TR A C T W O R KK N O W LE D G E W O R KL o w V A L U E h ighL o w V A L U E h ighLow UNIQUE highLow UNIQUE highBIO TE CH , INC: Mapp ing Huma n Cap it a lK EY Fin a n ceHRT M TMI SMfg/Operati o n s Ma rket/S al es Ramp。 D Ra p id sF inCu s t o m e rS e r vi ceM f gRamp。DQu a li t yBi o l og i ca l sCu st . Ser vi ceRa pi d D i ag . L ega l /Reg.Di str ibu t i o n Ra p id sS c o t t A. S n e l l , C o r n e l l Un i ver s i t yC2= Rapid LearningHRLegalM I SB io lo g ica lsF inQu a li t yT M THigh Value Low Value Unique Generic Core Idiosyncratic Ancillary Human Capital Architecture ital rchitecture Compulsory Employment Mode: traditional job Employment Relationship: jobfocused Examples: staff accountants (Andersen) sales people (Sears) truck drivers (UPS) HighValue: Direct link to strategy High Uniqueness: Generic knowledge and skills Compulsory Human Capital ? High Value: Direct link to core petence ? Low Uniqueness: Generic knowledge and skills Ramp。D Ramp。Scott A. Snell Cornell University 393 Ives Hall Ithaca, NY 14853 (607) 2554112 Competing through Knowledge: The Human Capital Architecture “ You can get capital and erect buildings, but it takes people to build a business.” Thomas J. Watson, IBM Did IBM fet? ? $168 billion (Tobins Q = ) ? Hardware, software, and services ? Nobel prizewinning scientists ? 3,768 patents (19931995) What’s Happening Today? Industry Changes ? Globalization ? Information technology Need for… ? Organizational agility ? Speed ? Innovation ? Cost ? Knowledgebased strategies ? Core petencies ? Innovation ? External partnerships Leading to… New Business Equation Core Competence… … is a bundle of skills and technologies that enables a pany to provide a particular benefit to customers. Hamel and Prahalad, 1994 SONY Miniaturization Pocketability FEDERAL EXPRESS Logistics Ontime delivery HONDA Engine design/mfg. Reliable performance MOTOROLA Wireless technology Untethered m. Core Benefit to Competence Customer Knowledge Technologies Processes Relationships CRITERIA ? valuable ? unique ? extendable ? learning Benefits VALUE = Costs UNIQUE = (social plexity + causal ambiguity) Competing Through People ? Identify amp。D Partners Core Knowledge Low VALUE high Low UNIQUE high BIOTECH, INC: Mapping Human Capital KEY Finance HR TMT MIS Mfg/Operations Market/Sales Ramp。 DM a n u f a ct u r in g /Op e r a t io n sDis t r ib u t io n S a le sS a le s T M TCu s tS e r vHRRamp。 DRamp。DQu a li t yBi o l og i ca l sCu st . Ser vi ceRa pi d D i ag . L ega l /Reg.Di str ibu t i o n K EY Fin a n ceHRT M TMI SMfg/Operati o n s Ma rket/S al es Ramp。Dcontinuous Spotential Spromote w/in PAdevelop Jobdynamic Jobstandardized $hourly KEY Job design Staffing Training Appraisal Compensation Low VALUE high Low UNIQUE high Plotting HR Practices STUDY: 152 multiproduct firms 200 employees CEO, VPHR, line execs Lepak amp。 D Ra p id sF inCu s t o m e rS e r vi ceM f gRamp。 TMT Marketing amp。D amp。D * TMT amp。D amp。 Quality Ramp。 DP a r t n e r sTR A D I TI O N A L JO B B A SE D E M PL O Y M E N TA LL I A N C E / PA R T N E RC O N TR A C T W O R KK N O W LE D G E W O R KL o w V A L U E h ighL o w V A L U E h ighLow UNIQUE highLow