국제인적자원관리전략이 보유역량과 성과에 미치는 영향에 대한 분석

International human resource management(IHRM) strategies of global firms are regarded as a significant and critical factor in determining the performance of their subsidiaries as well as headquarter. However, judging from a resource-based view, studies on international human resource management strategies' effects on firm's capability creation and its performance are still deficient and ongoing research is needed. This study based on the both generally supported perspective, a universalistic strategy perspective and a contingency strategy perspective, tries to identify the relationships between company's organizational capacity and learning capability, and their resulting effects on performance. Firms which adopt a contingency IHRM strategy are favorable to create learning capability, which can be represented by three kinds of enhanced knowledge, that is, local adaptation knowledge, local-specific knowledge, and innovative knowledge. Firms which adopt a universal IHRM strategy are favorable to create organizational capabilities, which can be represented by skills and knowledge of the dynamics ever present in the network capacity. And impacts of these competencies on performance are empirically analysed.