Strategic relationships of human capital, strategic human resource management and human resource management

Abstract

Very little research has emphasized strategizing the concepts of human capital (HC), strategic human resource management (SHRM) and human resource management (HRM) in organizations in turbulent times. A series of in-depth qualitative interviews with 35 executives from 22 Australian nonprofit organizations (NPOs) revealed that strategic relationships among the three concepts helped to facilitate knowledge development, application, and dissemination. The paper helps to build a nascent body of literature proposing the significance of strategic relationships between HC, SHRM and HRM. The increased awareness of the strategic linkage likely generates further research both from within and outside the nonprofit sector.