What about the
If being lean and nimble is one need to have emerged from the new environment, having the resource of knowledge workers is another. The most powerful expression of the need for people as a resource is when they are part of the business strategy. Almost by definition, under those circumstances they are a resource that an organization will wish to retain, at least for as long as they remain part of the strategy. They will form a major part of the basis for the organization's value.
The HR strategy becomes the business strategy when knowledge workers are put forward as the winning resource for an organization. Seeing the people of the organization as a strategic resource for achieving competitive advantage is listed by Hendry and Pettigrew (1995) as one of the elements of the strategic theme of human resource management (HRM). The argument is that having a superior human resource means having a winning resource. It has an obvious logic. It starts from the, seemingly unarguable, premise that competitive advantage will increasingly be based upon people. It may be a cliché, but it is also true that constant change and increased competitiveness have resulted in people being the only way that firms can get an edge on one another. In particular, organizations that possess talent will have the basis for winning over their rivals. People become the strategy for success.
Bartlett and Ghoshal (1995) are strong advocates of this view. They describe the effect of the contemporary environment as being to 'shift the focus of many firms from allocating capital to managing knowledge and learning as the key strategic task' (p. 18). They describe the ability to attract and retain the best people as 'a key source of competitive advantage' (p. 18). Ghoshal and Bartlett (1998) sum up the argument saying, 'in a knowledge-based era, the scarce strategic resource that will allow one