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Is the resource-based ‘view’ a useful perspective for SHRM research ？ The case of the video game industry. 指導老師 : 張菽萱博士 學生：工碩一胡素琴. Abstract.
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Is the resource-based ‘view’ a useful perspective for SHRM research？ The case of the video game industry 指導老師:張菽萱博士 學生：工碩一胡素琴
Abstract • The purpose of this paper is to present the results of an exploratory empirical research carried out in 2001-2002 , amongst 20 firms in the French video game industry. • The objective of this research was to analyze the SHRM of these companies and to test the relevance of the Resource Based View of the firm, which states that Human Resources are all the more crucial for a given firm.
Introduction（1/2） • SHRM researchers have identified very early the RBV of the firm as having a great potential to analyze firm’s HR strategies. • RBV’s main statement is that a firm’s sustained competitive advantage relies on the very nature of the resources it is able to get and mobilise. • In this paper we propose to assess the relevance of RBV in analyzing HR strategies in the video game industry.
Introduction（2/2） • On the basis of secondary data and semi-directive interviews with managers and HR operators, the research tried to accurately characterize the video games companies’ SHRM options in relation to their strategy and their stages of development. • Two results of the research: 1. The firm’s strategic type and directional strategy do influence the choice of sets of HRM practices. 2. When companies grow their management consciously gets rid off their rare, specific and unsubstitutable human capital, in favour of more commonplace and generic human resources.
The RBV’s perspective on SHRM • The RBV developed in the mid 1980’s was quickly identified by SHRM researchers as having a great potential for understanding companies’ strategies with regard to human competencies. • The use of RBV is driven by the SHRM researchers’ will to better understand to ‘how firms compete through people’.
The video game industry • In this paper, we focus on the software component of the industry. • Firm is estimated that the majority of products currently on the market are less than two years old . • They require different types of populations: symbolic people, graphic people and technical people.
Methodology（1/1） • The research was undertaken from March 2001 to January 2002. • The data come from two major sources: 1. Secondary data （websites, annual reports）. 2. Semi-directive interviews with representatives of each firm . 3. The average length of each interview was about an hour and a half.
Typological model of the firm’s SHRM options • Stage1 : The ‘studio’ • Stage2 : The small ‘conscious’ firm • Stage3 : Becoming an editor • Stage4 : The multi national editor
Discussions and perspectives（1/5） • More and more companies’ top-management wish to stay at Stage 2 and 3. • We found ourselves confronted with an industry where firms created by harnessing rare, specific, highly qualified individual resources（creative and technical skill）develop themselves by substituting this input with more generic and collective resources.
Discussions and perspectives（5/5） • From a certain threshold, the extreme specificity and rareness of a given human resource becomes costly, risky and difficult to manage. Would not it then be better to try to create another type of competence which is less susceptible to leave and easier to control i.e. collective, generic competence. • Externalization is the alternative.
