Studies in Public Service Administration

Strategic Human Resource Capabilities: A Bridge to Close the Gap Between Theory and Practice in Human Resource Management

Document Type : Original Article

Authors

Mir Ali Seyed Naqavi 1
Niloufar Mozafari 2

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

https://doi.org/10.22054/spsa.2025.88709.1072
Abstract
The accelerating turbulence and uncertainty (VUCA) of the contemporary business landscape make traditional, static Human Resource Management approaches insufficient. Sustainable competitive advantage now relies on an organization's capacity to continuously sense, seize, and reconfigure its human capital, not just possess skills. A persistent "theory–practice gap" exists in Strategic HRM where strategic alignment models fail to be operationalized, prompting the search for bridging constructs that explain how HRM translates into sustainable performance in dynamic contexts. The concept of Strategic Human Resource Capabilities emerges as a promising integrative framework. SHRC views human resources as dynamic, multi-level capabilities that enable the alignment, reconfiguration, and renewal of human and knowledge assets. By integrating human capital with learning, social networks, leadership, and technology, SHRC offers the "missing link" between HRM practices and organizational performance. This study systematically synthesizes the literature to deepen the conceptual understanding of SHRC, identifying its key dimensions, antecedents, activation mechanisms, and implications for performance and human well-being.
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Studies in Public Service Administration
Volume 2, Issue 6
Autumn 2025
Pages 1-62

  • Receive Date 08 October 2025
  • Revise Date 17 October 2025
  • Accept Date 23 October 2025

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