Abstract
The Resource-Based View (RBV) in the study of learning organizations primarily focuses on human capabilities and their development into core competitive competencies; modern research treats Human Resource Management (HRM) strategy as a central component of business organization strategy, contrasting with its historical marginalization by top management as a mere clerical function concerned with personnel records, entitlements, and administrative changes. However, profound shifts in the business environment have pushed HRM beyond this limited scope, leading to a 21st-century recognition that the path to competitive advantage is forged through people, which implies that basing organizational strategy on human resources requires prioritizing the presence of an effective workforce even before the strategy itself is formulated. In the Knowledge Age, possessing a strategy is less critical than recognizing that such a strategy is a product of knowledge; therefore, the need for effective HRM strategies must precede the development of an active workforce capable of generating strategies through strategic thinking. Consequently, the current study provides an analytical exposition of HRM strategy philosophy by linking intellectual foundations to reach a scientific synthesis through three fundamental pillars: the philosophical framework of HR strategy, its organizational significance, and its theoretical approaches in light of applied practices.
DOI
10.33095/jeas.v13i45.1153
Subject Area
Economics
First Page
1
Last Page
22
Recommended Citation
Al-Anzi, S. A., & Al-Sa'di, M. Y. (2007). The Philosophy of Human Resources Strategy. Journal of Economics and Administrative Sciences, 13(45), 1-22. https://doi.org/10.33095/jeas.v13i45.1153
