This paper discusses three points relevant to strategic human resource management (SHRM) analysis. First, we provide a brief overview of the causal analysis model and examine its strengths and weaknesses. Second, we examine gaps between theory and practical analysis using a practical report. Third, we outline directions for future SHRM analysis. The results are as follows. First, the causal analysis model has the advantage of being an analytical method widely used across the social and natural sciences; practical business reports rarely use this approach. Second, we found a significant gap between the academic and practical reports. Third, we discussed examples of future directions for analysis, such as refining the variables covered in the causal analysis model or combining it with other analytical approaches, such as backcasting.

In strategic human resource management (SHRM), can effective strategies and measures truly be developed when management’s capabilities and literacy are fundamentally lacking? This study critically examines this question and proposes an integrated model of SHRM and creative group fluctuation. Based on group creativity theory, we first discuss concrete practices to induce creative group fluctuation within management organizations at three levels: group, individual, and organization. Subsequently, building on this, we combine SHRM with creative group fluctuation to propose an integrated model of the relationship between strategy, organization, and performance. The model enables management organizations to adapt to the external environment.

This study presents an integrative framework that explains how strategic human resource management (SHRM) promotes the co-evolution of ordinary capabilities (OC) and dynamic capabilities (DC), shapes organizational resilience (OR), and ultimately realizes sustainable competitive advantage. By combining Lepak and Snell’s HR architecture with human capital resource theory, SHRM is reconceptualized as an institutional foundation that shapes the value and interconnectedness of human resources, supports OC renewal, and facilitates DC processes. By integrating Duchek’s resilience model, this study proposes a causal structure model that links the integration of OC and DC with OR. The study provides a foundation for theoretical proposals and future empirical testing, contributing to the understanding of capability development research and adaptation in Japanese companies.