Developing the Human Resource Executive as a Strategic Partner: Turning Concept into Reality

  • R. S. Koster
  • D. M. Schweiger


During the past five years, many authors have questioned the role of human resource (HR) executives in business (Ulrich, 1987, 1989; Manzini, 1988). In particular, they have argued that many HR executives have failed to become respected and effective strategic partners in the business planning process — i.e., they have not become integrally involved in strategic decision-making. Many reasons have been offered for this failure. Primary among them has been the inability of HR executives to demonstrate the contributions that human resources can make in developing competitive advantages and thus supporting business strategies.


Human Resource Strategic Planning Senior Executive Strategic Partnership Strategic Planning Process 
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Copyright information

© Springer Science+Business Media New York 1991

Authors and Affiliations

  • R. S. Koster
    • 1
  • D. M. Schweiger
    • 2
  1. 1.Boehringer Ingleheim CorporationRidgefieldUSA
  2. 2.College of Business AdministrationUniversity of South CarolinaColumbiaUSA

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