Abstract

The field of strategic human resource management (HRM) has a long and rich tradition. As a prelude to our description of the field's history, we provide an expansive definition of strategic HRM scholarship and offer an aspirational framework for strategic HRM scholarship that captures the multidisciplinary nature of the field. We then systematically review and critique three decades of strategic HRM theory and research, paying particular attention to the value of HRM systems as management tools for influencing a wide variety of outcomes of concern to internal (employees and their managers) and external (owners, customers, society, other organizations) stakeholders. In support of continued advancement of the empirical knowledge base of strategic HRM, we encourage new research that embraces systems thinking, more fully addresses the concerns of multiple stakeholders, and strives for greater practical usefulness by addressing significant problems such as managing innovation and environmental sustainability.