Employee behavior also forms an independent component of SHRM that affects SCA. The authors point out that as yet research has failed to test empirically whether
HRM practices are path dependent, causally ambiguous, or imitable.
Similarly, there is a lack of evidence that HRM practices impact the skills and behavior of the workforce, or that these factors are linked to performance.
provide a preliminary framework that suggests core competence, dynamic capabilities, and knowledge serve as a bridge between the emphasis in the strategy literature on who provides sources of competitive advantage and the focus in the HRM literature on the process of attraction, development, motivation, and retention of people.