【正文】 adership in building top team。 facilitate the learning process ? Emphasises renewal aspect and dynamic capabilities of the anisation ? Capacity of a firm to renew, adapt and augment its core petencies over time ? Successful anisations bine multiple modes of strategy making with high levels of petence and astute leadership with employee involvement in strategy making ResourceBased Theory of the Firm ResourceBased Theory HRM ? Basis for human resource as petitive edge ? HRM valued for generating strategic capability as well as supporting strategy ? Human capital advantage – gained through resourcing and retention ? Human process advantage gained by continuous learning, cooperation and innovation facilitated by bundles of HR strategies Defining Strategic Core Competencies ? INTEGRATED bundle of individual skills ? 515 core petencies the norm ? A messy accumulation of learning including tacit and explicit knowledge – an activity ? Core petence: – delivers a fundamental customer benefit ? is not easily imitated by petitors provides a gateway to new markets ? Contributes to strategy as: as a source of petitive advantage via a longer lifespan that a single product exercised across the range of anisational activities Defining Strategic Core Competencies Role of HR in Managing Core Competencies ? Identifying core petencies – linking them to individuals ? Building core petencies – learning and cross discipline munication Role of HR in Managing Core Competencies ? Utilising core petencies – developing management capability and forms of working that maximise deployment ? Protecting core petencies – retention strategies, protection during major change, identifying owners of core petence COMPARATIVE HUMAN RESOURCE MANAGEMENT Definitions ? ‘ how things are done around here? (Drennan, 1992) ? Organisational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an anisation?s history, and which tend to be manifested in its material arrangements and in the behaviour of its members. (Brown, 1995) Organisational Culture Definitions ? The pattern of beliefs and assumptions shared by the anisations members, these beliefs produce norms that shape the behaviour of individuals and groups ? A set of habitual ways of thinking, feeling and reacting that are characteristic of the ways in which a specific anisation meets its problems at a particular point in time Levels of Culture ? Culture can be conceived as: societal or national culture corporate culture homogenous or heterogeneous subcultures ? Turner (1971) defined industrial subculture by: distinctive set of shared meanings use of symbols and rituals socialisations and norms attempts to manipulate culture Aspects of culture ? Artifacts ? Language – jokes, jargon, stories ? Behaviour patterns – rituals, ceremonies,celebrations ? Norms of behaviour ? History ? Ethical codes ? Basic assumptions ? Beliefs, values and attitudes ? Symbols Models of culture Artifacts Beliefs, values, attitudes Basic assumptions Most superficial manifestations of culture Deepest level of culture Schein, 1985 Organisational Culture Artifacts creations: Technology。 normbased Taken for granted Invisible Preconscious Common Organisation Stories ? Can employees break the rules? ? Is the big boss human? ? Can the little person rise to the top? ? Will I get fired? ? How will the boss react to mistakes? ? Will the anisation help me when I have to move? ? How will the anisation deal with obstacles? CULTURE: Socialisation: learning prearrival: “preconception” metamorphosis: “absorb” security mitment productivity encounter: “provisional” (HB 2023) Organisational Culture and the Life Cycle of the Firm ? Phase 1 Birth and Early Growth ? Purpose – foster cohesion during growth ? Need for change – economic or succession ? Strategies – natural evolution selfguided evolution Managed evolution managed evolution via outsiders Organisational Culture and the Life Cycle of the Firm ? Phase 2 – Organisational midlife ? Purpose – culture deeply embedded, may develop subcultures ? Strategies – planned change and OD technological seduction scandal, explosion of myths incrementalism Organisational Culture and the Life Cycle of the Firm ? Phase 3 – anisational maturity ? Purpose – source of pride, resistant ? Strategies – coercive persuasion turnaround recognition, destruction, rebirth Culture in anisations: Handy/Harrison: POWER: ZEUS PERSON: DIONYSUS TASK: ATHENA ROLE: APOLLO Communication – Hall Model Arab UK China Germany High context Low context Social trust first Business first Value personal Value expertise relationships goodwill performance Agreement by trust Legal contract Negotiation slow, ritual Negotiation efficient Hofstede?s Model ? Individualism ? High power distance ? Masculinity ? High uncertainty avoidance ? Short termism ? Collectivism ? Low power distance ? Femininity ? Low uncertainty avoidance ? Long termism HRM and Culture Change Layers of Culture ? Artefacts – physical objects, behaviour and processes ? Espoused values – those appearing publicly in mission statement, policies ? Underlying assumptions – rarely articulated。 internally through intra