Abstract
This review study was conducted in memory of Professor David Lepak, the late Editor-in-Chief of The International Journal of Human Resource Management, for his contribution to the development of strategic human resource management (HRM) research and the influence of his work in strategic HRM research in the Chinese context. Drawing on 133 articles from 49 English journals, we show that Lepak and colleagues’ four major theoretical frameworks (universal and contingency perspectives of HRM, HR architecture, employee-oriented perspective of HRM and multiple dimensions of HR systems) have been the most instrumental in guiding strategic HRM research in China. We also assess the extent to which China-based studies have extended the conceptual arguments and analytical frameworks that Lepak and co-authors have put forward. By discussing some of the changes in the way businesses in China have (re)configured their business models, we draw attention to several avenues to make strategic HRM research more reflective of the societal context and relevant to practice.
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