competitive advantage. To increase worker
flexibility, human resource practices now
focus on human capital core competencies
that will align with the organization’s
overall strategy, rather than focusing on
competencies needed for one specific posi-tion within the organization (Barney, 1991;
Carmeli & Schaubroeck, 2005; Mohrman,
Correspondence to: Margaret M. Hopkins, The University of  Toledo, College of Business Administration, Department C# c++ c语言程序设计assignment代写
of Management, Mail Stop 103, Toledo, OH 43606, Phone: 419-530-2969, E-mail: margaret.hopkins@utoledo.edu
H u m a n   R e s o u r c e   M a n a g e m e n t , Human Resource Management, September–October 2010, Vol. 49, No. 5, Pp. 939– 963
© 2010 Wiley Periodicals, Inc.C# c++ c语言程序设计assignment代写
Published online in Wiley Online Library (wileyonlinelibrary.com).
DOI: 10.1002/hrm.20385
940 HUMAN R ESOURCE  MANAGEMENT, SEPTEMBER–OCTOBER  2010
Human Resource Management DOI: 10.1002/hrm
Galbraith, & Lawler, 1998; Pfeffer, 1994,
1998; Wright, Dunford, & Snell, 2001).
Despite the increased attention to human
capital in organizations, research on the firm’s
flexibility in the supply chain literature has
focused largely on technological factors (e.g.,
a just-in-time [JIT] system). Rapid advances in
technology and increased interest
in organizational change have in-tensified the need to account for
the individual competencies of
human capital (Upton, 1995). In-dividuals’ ability to be flexible and
adaptable to work in various situ-ations and with different technol-ogy cannot be underestimated.