change and rapid renewal; 2) external and internal fit of
organizational practices, resources, and capabilities; 3)
engagement in change processes, identification of threats
and opportunities, and acting as an intermediary between
stakeholders and the business; 4) core competency
development and deployment. To a certain extent, the
above views can be considered extensions of the resourcebased
view, or at least closely interrelated and overlapping
perspectives; therefore, they will not be discussed in more
detail in this paper.
It should be mentioned, however, that the critical role of
human resources and their management is mainly supported
by the proponents of the internal source of competitive
advantage, such as resource-based, competency-based, and
knowledge-based views (see Table 2).
Table 2