ABSTRACT
One of the strategies to achieve and sustain a competitive advantage is through investing in a firm's workforce, especially in knowledge-intensive industries. Unlike technological and other physical or HR systems resources, employees obviously defy mere imitation and replication. The more complex elements related to worker skills and talents are by definition unique (inimitable), made all the more so when management practices form a coherent and consistent system rather than isolated activities.
When employees are engaged, organizations function better and achieve higher performance. Yet, there is a yawning gap between what we know to be effective managerial practices and what managers actually do. So, if the evidence for the connection is clear, why does the gap exist?
