HR in Strategic Decision-Making in Selected Philippine Organizations

Abstract

This study examined the factors explaining human resources (HR) involvement in strategic formulation and its consequences using three perspectives: resource-based view of the firm, institutional theory, and power.  The results showed that HR involvement in strategy formulation did not necessarily translate into competitive advantage. However, if HR involvement in strategy formulation was an important goal of the HR function, by itself, organizational age was not a deterrent to its adoption.  In addition, the centrality of HR also increased its level of involvement in strategy formulation.  This study utilized the Philippine data of the CRANET survey on comparative human resource management