Document Type : Original Article
Authors
1 Full Professor, Faculty of Management and Accounting, Department of Public Administration, Allameh Tabatabaei University (RA), Tehran, Iran.
2 Faculty of Management and Accounting, Allameh Tabatabai University, Tehran, Iran
Abstract
Despite theoretical advancements in strategic human resource management (SHRM) over recent decades, a persistent gap between theory and practice has emerged as a central challenge. This gap necessitates a re-evaluation of traditional models and a focus on emergent concepts that can bridge the divide between theoretical ideals and organizational realities. The present study aims to analyze and formulate the concept of "strategic human capabilities (SHRC)" as an integrative framework, employing a qualitative meta-synthesis methodology. We systematically reviewed 21 reputable articles and sources, from which we extracted and analyzed four key themes: the conceptual position, constituent dimensions, activation mechanisms, and outcomes of SHRC. Our findings indicate that SHRC is a dynamic, multi-layered construct formed at the intersection of resource-based, knowledge-based, and dynamic capabilities views. This capability comprises eight complementary clusters: human capital, organizational learning, social capital, HR architecture, leadership, agility, innovation, and knowledge-technology infrastructure. It is activated through complex mechanisms such as alignment, reconfiguration, and technology leveraging. The outcomes of SHRC extend beyond financial and market results to encompass critical dimensions like organizational innovation, agility, and resilience. This research highlights the pivotal role of SHRC as the "missing link" and a "proximal antecedent of performance" that translates human resource practices into a sustainable competitive advantage. The findings offer valuable guidance for HR managers and organizational policymakers to effectively narrow the theory-practice gap by adopting a human-centric and phenomenon-centric approach.
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