Abstract
Although the field of strategic HRM has rapidly expanded within a short period of time, there is still a great deal that remains unknown. While substantial research suggests that strategic HRM positively impacts firm performance, these findings have not been universal. This has led many to question the true impact of strategic HRM. In an attempt to explain these inconsistent findings, a new research question has emerged. Does what was what was intended in HR strategy align with what was realized? This paper provides a conceptualization of the disconnect between intended HR strategies and actualized HR practices via a model of Parallel Strategic Realities. Furthermore, two possible explanations for these discrepant realities are presented. Building on core concepts of strategic alignment and psychological processing—specifically, Line of Sight and Evaluation of Source Credibility—a theoretical framework for practitioners and scholars is presented.
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