The question of the interdependency between HRM strategy, business strategy, and overall corporate performance has been widely discussed by academics as well as practitioners with special regard given to technical support functions of ERP and other business information systems (Florkowski & Olivas-Luján, 2006). As far as a HR context is concerned, challenges involved with the process of business re-engineering appear to be of particular interest (Lai & Mahapatra, 2004), as driven by globalization, not only international demands on corporate strategic planning have to be regarded, but also HR policy and therefore technical HR support functions and decision-supportive expert systems are recognized and discussed as relevant key success factors (Wang, 2005).
By this higher level of required differentiation and new strategic demands throughout the whole strategic planning process more complex business strategies become necessary. Implementing these complex sets of (sub-)strategies can be carried out efficiently, if an integrative coordination of the individual processes, decisions and business areas accounts for the organization’s functionality in context with (sub-)strategies and supportive information systems (Shih & Chiang, 2005).
Strategic Management: Deals with business development and the future realization of business chances.
Human resource management: Includes all company activities to provide itself with staff in needed quantity and quality including administration.