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Traditional strategic management models

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Reference no: EM133108090

Traditional strategic management models, most notably Porter (1980), seem predominantly occupied with external, market-related competitive forces, whilst modern strategic thinking, based on the HR Value Chain, advocates analysing and utilising internal resources, such as human capital, as the starting point. Barney (1991) further suggests that an organisation can establish a sustained competitive advantage by having internal resources which are valuable, rare, inimitable and non-substitutable.

Following on this: Identify any elements of HR/HRM in your organisation that are valuable, rare, inimitable and/ or non substitutable, outlining the extent to which their executed in your organisation to help achieve strategic management of human resources within your organisation.

Reference no: EM133108090

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