Human Resource-based Competitive Advantage: The Case of Motivational Rents
Aviad Pe’er A*
Sauder School of Business, University of British Columbia, Canada
- *Corresponding Author:
- Aviad Pe’er A
Sauder School of Business
University of British Columbia, Canada
E-mail: [email protected]
Received Date: November 17, 2015; Accepted Date: January 04, 2016; Published Date: January 07, 2016
Citation: Pe’er AA (2016) Human Resource-based Competitive Advantage: The Case of Motivational Rents. J Entrepren Organiz Manag 5:162. doi:10.4172/2169-026X.1000162
Copyright: © 2016 Pe’er AA. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
This paper proposes a theory of whether, and under what circumstances, human resource practices aimed at creating high levels of aggregate employee motivation can be a source of sustainable competitive advantage. Drawing on the received literature in social psychology, it develops a three-dimensional conceptual framework of antecedents and consequences of employee motivation in an organizational setting. It determines that human resource practices that generate and capture superior levels of motivation rents can also generate sustainable competitive advantage, despite competitive pressures, when they are sufficiently tacit, causally ambiguity, and context specific.