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The theoretical model of the CBHRT — which includes factors such as industrial relations, strategy, human resource management, and performance — was proved to have value on the sectoral, individual organization, and international comparative levels. In attempting to achieve the balance between social justice and competitiveness to further the uniqueness of HRM, this book has tried to illustrate some practical insights on HR roles and introduce the 4logic HRM scorecard. Research and development in the area of HRM and performance carries on as this proves to be a relevant topic for enchancing the competitive advantage of firms. HRM is concerned with several issues regarding legitimacy, fairness, sustainability, and other such issues. This concluding chapter realizes that it takes a lot to study the factors that shape HRM practices and policies, and it is important for practitioners to consider a unique HRM approach that is appropriate for their respective organizations.

This chapter introduces its own model of the Contextually Based Human Resource Theory (CBHRT) through utilizing insights that have been derived in the previous chapters for establishing the design parameters for this model. As the chapter explores the model in terms of strategy, context, and performance, it also discusses the fundamental theoretical factors of the model. The chapter examines the model itself, provides an in-depth discussion of its various parts, and also identifies how the model can be utilized in various fields such as in consultancy practice, teaching, and research. HRM serves as a device for enabling several strategic options. Willingness and high trust may be generated from HRM's value-laden base, and this serves as an initial point in dynamic market situations. As such, this chapter illustrates how ethical HRM leads to organizational viability which further results in the enabling of strategic options.

As we move on to adopting a more empirical approach in the next few chapters, this chapter demonstrates the various aspects of the CBHRT model and provides a description of how organizations utilize the model to obtain viability on the long term through presenting the significant characteristics and findings of several case-study situations. The model's two dimensions — product market technology (PMT) and social cultural legal (SCL) — have aided in establishing an improved competitive advantage through shaping HRM policies. In the first case, this chapter focuses on how two furniture factories differed in the PMT dimension and imposed different strategies. The second case focuses on the SCL dimension and how various opportunities may arise through constructing new combinations of societal and market dimensions. The third case illustrates how long-term viability may be achieved through applying longevity and consistency to certain organizational configuration characteristics. Other cases presented are rooted on the profit sector, and the chapter also looks into a company that deals with temporary work agencies.