Kaynak Tabanlı Yönetim, Temel Yetenek ve Yenilik İlişkisinde İnsan Kaynakları Yönetim Yeteneklerinin Aracı rolü

Örgüt performansını artıran ve rekabetçi bir avantaj olarak değerlendirilen organizasyonel kaynakların ve yeteneklerin önemi uygulayıcılar ve araştırmacılar tarafından bilinmektedir. Ancak kaynak, yetenek ve temel yetenek gibi kavramların, araştırmacılar tarafından birbirinin yerine kullanılması, bu kavramları ve aralarındaki farkları anlamayı zorlaşmaktadır. Bu noktadan hareketle, bu makale organizasyonun temel yeteneklerini daha kolay belirleyebilmek amacıyla bir çerçeve sunmaktadır. Araştırmanın ilk bölümünde kaynak, yetenek kabiliyet, beceri ve temel yetenek arasındaki ilişki ve etkileşimler açıklanmaktır. İkinci bölümde ise temel yetenek kavramına açıklık getirilmekte ve temel yetenekleri kaynak ve yeteneklerden ayırmak amacıyla müşteri değeri, taklit edilemezlik ve yaygınlaştırılabilirlik olarak isimlendirilen üç temel yetenek belirleyici unsur önerilmektedir. Yenilik ve temel yetenek arasındaki ilişkiler ve ilgili literatürde yapılan çalışmalara ise üçüncü bölümde yer verilmektedir. İnsan kaynakları yönetim yeteneklerinin yenilik üzerindeki aracılık rolü Baron ve Kenny 1986 tarafından önerilen üç aşamalı regresyon analizi ile dördüncü bölümde ölçülmüştür. 192 yöneticiden elde edilen anketlerin değerlendirmesiyle ulaşılan araştırma sonuçları, temel yetenek ve yenilik ilişkisinde İKY yeteneklerinin kısmi aracılık etkisi olduğunu göstermektedir

Anahtar Kelimeler:

Kaynaklar, yetenekler, temel yetenek, yenilik, insan kaynakları yönetim yetenekleri

The Mediation Role of Human Resource Management Capabilities in Relationship with Resource Based View, Core Competence and Innovation

The importance of organizational resources and capabilities are realized by business practitioners and researchers as they support firm performance and competitive advantage. However, what exactly core competence is not clearly understood since terms such as resource, capability and competence are used interchangeably by researchers. From this point forth, this article provides a framework for separating organization's core competencies from resource and capability. In the first part of the research the relations and interactions among resource, capability and competence is explained. In the second part core competence concept is described and three empirical determiners such as uniqueness, inimitability and extendibility is proposed to discriminate core competence from resources and competences. The relationship between innovation and core competence and past researches in the related literature is presented in the third part. After the role of human resources management capability is investigated in fourth part, the paper is completed by evaluation of the research findings, the limitation of the research and recommendations.

Keywords:

Resources, competences, core competence, innovation, human resource management capability,

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