According to Barney and Wright (1998), human resources are one of the important resources, which include human capital skills, employee commitment, and teamwork. Based on their journal “The role of human resources in gaining competitive advantage”, it reveals some skills to match human resources and organizational strategy. Those skills are, (i) to understand the value of people in the firm and their role in competitive advantage (ii) to understand the economic consequences of the human resources practice in a firm (iii) to understand how the human resources practice in a firm compare to those competitors firm and (iv) to understand the role of human resources function in building capability in the future. Human resources became the foundations of sustainable competitive advantage, which in the future could help the organization to gain and maintain role of business strategy besides to gain competitive advantages.
I personally believe there is another important component that should be associated with human resources, which is corporate culture. Corporate cultures are valuable resources of competitive advantage, which can be used in human resources management strategies to improve organizational capabilities (McKenzie, 2010). Similarly, Deshpandé et. al. (1993), found that an innovation-oriented corporate culture provides a competitive advantage by increasing the emphasis on innovation and fostering receptiveness to new ideas. These findings emphasize that corporate culture would likely contributes to innovativeness. Additionally, organizational must be crucial when adopting corporate culture, because un-adaptive cultures have negative financial impacts for a number of reasons. The most significant is the tendency to inhibit firms from adopting needed strategic or tactical changes (Rollins, 2011). In this globalise world, one would predict that un-adaptive cultures