Barney’s presentation of the resource-based view (RBV) profoundly shaped the trajectory of management scholarship. This article considers the RBV’s impact specifically on the field of strategic human capital resources. Although Barney is still highly relevant, I suggest that research has not sufficiently appreciated the role that individual and collective performance behavior and outcomes play in linking human capital resources to competitive advantage. An alternative, what might be called RBV2.0, posits that research needs to recognize that human capital resources are distinct from performance behavior and outcomes. Such an observation raises the question, “Resources for what?” Answering this question leads to several important insights. First, a given type of human capital resource is only important to the extent it is related to performance behavior and outcomes that contribute to competitive advantage. Second, performance behavior is largely strategy-specific and thus firm-specific. Third, firm specificity is not a characteristic of human capital resources but rather a function of the proximity of the resource to firm-specific performance behavior and outcomes. Consequently, “Performance” is the answer to the question, “Resources for what?” This emphasis on understanding human capital resource-performance relationships adds considerable precision into the RBV, helps resolve puzzles in the strategic human capital literature relating to firm specificity and performance mobility, and promotes a deeper understanding hiding latent within Barney’s original view.

Barney对基于资源的观点（RBV）的介绍深刻地塑造了管理奖学金的轨迹。本文专门考虑了RBV对战略人力资本资源领域的影响。尽管Barney仍然具有很高的相关性，但我认为研究尚未充分认识到个人和集体绩效行为和成果在将人力资本资源与竞争优势联系起来中所起的作用。另一种可能称为RBV2.0的假设是，研究需要认识到人力资本资源与绩效行为和绩效截然不同。这样的观察提出了一个问题：“什么资源？” 回答这个问题会带来一些重要的见解。第一的，给定类型的人力资本资源仅在与绩效行为和有助于竞争优势的成果相关的程度上才是重要的。其次，绩效行为在很大程度上是策略特定的，因此也是公司特定的。第三，公司的特殊性不是人力资本资源的特征，而是资源与公司特定的绩效行为和结果的接近程度的函数。因此，“性能”是对“什么资源的问题”的答案。这种对人力资本资源-绩效关系的理解为RBV带来了相当大的精确度，有助于解决战略性人力资本文献中有关公司特异性和绩效流动性的难题，并增进了对Barney原始观点的潜在隐藏的理解。