ABSTRACT
This chapter analyses some of the most recent contributions in the strategic human resource management (SHRM) normative literature to logics in strategic management and set these against the lessons from the corporate reputation literature. In the UK, there has been a parallel stream of research linking HR strategy to business models rather than strategic positioning models. The key message of the research conducted with senior HR practitioners is that the future credibility of HR needs to be tied into business model change. Business models are distinct from the traditional product-market strategies. Much of the classical strategic management literature has focused on how organizations position themselves in their environment and have recommended various positioning or product-market strategies for superior organizational performance. The exclusive approach to talent management that focuses on the few at the expense of the many has its critics for ethical, economic and rational reasons.
