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Ricardo flies Ryanair: Strategic human resource management and competitive advantage in a Single European Aviation Market

Geriant Harvey, Peter Turnbull

Human Resource Management Journal, Volume: 30, Issue: 4, Pages: 553 - 565

Swansea University Author: Geriant Harvey

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DOI (Published version): 10.1111/1748-8583.12315

Abstract

How and why are some firms, such as Ryanair, able to consistently record industry-leading profitability that sustains a competitive advantage over their rivals? HRM plays a critical role in four widely recognised profit-generating mechanisms, albeit not always in ways predicted by mainstream strateg...

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Published in: Human Resource Management Journal
ISSN: 0954-5395 1748-8583
Published: Wiley 2020
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URI: https://cronfa.swan.ac.uk/Record/cronfa54747
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last_indexed 2021-09-29T03:16:55Z
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spelling 2021-09-28T17:40:02.7089283 v2 54747 2020-07-14 Ricardo flies Ryanair: Strategic human resource management and competitive advantage in a Single European Aviation Market d5db3ddbb581285afc148cf354bdbbbd Geriant Harvey Geriant Harvey true false 2020-07-14 How and why are some firms, such as Ryanair, able to consistently record industry-leading profitability that sustains a competitive advantage over their rivals? HRM plays a critical role in four widely recognised profit-generating mechanisms, albeit not always in ways predicted by mainstream strategic HRM. Studies of HRMperformance grounded in the resource-based view (RBV) of the firm invariably focus on the human resources already controlled by the firm – specifically, resources that are rare, inimitable, non-substitutable and can be exploited through organisation (RINO) – rather than strategic factor markets (SFMs) where firms acquire their human resources. In doing so, these studies overlook the industrial relations and wider institutional context that might variously promote, permit or preclude particular HR policies and practices. It is only when different profit-generating mechanisms, either in isolation or combination, are activated under the auspicious conditions of a particular time and place that HRM contributes to sustained competitive advantage. Journal Article Human Resource Management Journal 30 4 553 565 Wiley 0954-5395 1748-8583 Competitive advantage; industrial relations; RBV; strategic HRM; economic rent; strategic factor markets 1 11 2020 2020-11-01 10.1111/1748-8583.12315 http://dx.doi.org/10.1111/1748-8583.12315 COLLEGE NANME COLLEGE CODE Swansea University 2021-09-28T17:40:02.7089283 2020-07-14T17:11:43.6520570 Faculty of Humanities and Social Sciences School of Management - Business Management Geriant Harvey 1 Peter Turnbull 2 54747__17841__c79d5af0de314af1a954c578f05da288.pdf 54747.pdf 2020-08-03T17:12:47.0902998 Output 386765 application/pdf Version of Record true Released under the terms of a Creative Commons Attribution License (CC-BY). true eng http://creativecommons.org/licenses/by/4.0/
title Ricardo flies Ryanair: Strategic human resource management and competitive advantage in a Single European Aviation Market
spellingShingle Ricardo flies Ryanair: Strategic human resource management and competitive advantage in a Single European Aviation Market
Geriant Harvey
title_short Ricardo flies Ryanair: Strategic human resource management and competitive advantage in a Single European Aviation Market
title_full Ricardo flies Ryanair: Strategic human resource management and competitive advantage in a Single European Aviation Market
title_fullStr Ricardo flies Ryanair: Strategic human resource management and competitive advantage in a Single European Aviation Market
title_full_unstemmed Ricardo flies Ryanair: Strategic human resource management and competitive advantage in a Single European Aviation Market
title_sort Ricardo flies Ryanair: Strategic human resource management and competitive advantage in a Single European Aviation Market
author_id_str_mv d5db3ddbb581285afc148cf354bdbbbd
author_id_fullname_str_mv d5db3ddbb581285afc148cf354bdbbbd_***_Geriant Harvey
author Geriant Harvey
author2 Geriant Harvey
Peter Turnbull
format Journal article
container_title Human Resource Management Journal
container_volume 30
container_issue 4
container_start_page 553
publishDate 2020
institution Swansea University
issn 0954-5395
1748-8583
doi_str_mv 10.1111/1748-8583.12315
publisher Wiley
college_str Faculty of Humanities and Social Sciences
hierarchytype
hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management
url http://dx.doi.org/10.1111/1748-8583.12315
document_store_str 1
active_str 0
description How and why are some firms, such as Ryanair, able to consistently record industry-leading profitability that sustains a competitive advantage over their rivals? HRM plays a critical role in four widely recognised profit-generating mechanisms, albeit not always in ways predicted by mainstream strategic HRM. Studies of HRMperformance grounded in the resource-based view (RBV) of the firm invariably focus on the human resources already controlled by the firm – specifically, resources that are rare, inimitable, non-substitutable and can be exploited through organisation (RINO) – rather than strategic factor markets (SFMs) where firms acquire their human resources. In doing so, these studies overlook the industrial relations and wider institutional context that might variously promote, permit or preclude particular HR policies and practices. It is only when different profit-generating mechanisms, either in isolation or combination, are activated under the auspicious conditions of a particular time and place that HRM contributes to sustained competitive advantage.
published_date 2020-11-01T13:59:03Z
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score 11.048042

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