From Static to Dynamic: A Dynamic Capabilities Approach to Strategic Human Resource Development

Abstract: The dynamic capabilities (DC) approach in the strategic process has used the resource-based view (RBV) as its foundation. the DC approach came to light as a result of the limitation that RBV faces in light of very dynamic business environments. DC can be considered as the strategic routines that utilize existing organizational resources, acquire new ones, shed resources, and combine resources into new ones to achieve competitive advantage. Human capital is considered one of the most valuable resources an organization possesses. Human Resource Development (HRD) takes on the responsibility of training and developing human capital. More specifically, Strategic HRD (SHRD) looks at the different interventions that are in the realm of HRD and positions them in the strategic process of organizations. The SHRD literature has provided models and frameworks for the integration of HRD interventions in the strategic process. However, current SHRD models and frameworks fail to deal with the dynamic nature of the business environment. Using the dynamic capabilities framework developed by Teece (2007), we took a look at HRD interventions through the lens of DC. We argue in this conceptual paper that SHRD needs to employ tools that it already has to develop dynamic capabilities. Moreover, we argue for the need for new types of interventions that would satisfy the process of developing DC.
Keywords: Dynamic capabilities, strategic HRD, human capital resources