This research aims to rcognize the elements affecting strategic archticture of human capital in order to creat competitive advantage. The statistical population is 100 high tech companies. So, 80 samples were chosen using stratefied random sampling. Data was gathered by quetionnaire and ducuments survey. 11 hypotheses were derivated from designed model. The hypotheses were tested by forming variance analysis. The research model was analysed using structural equations. The results are explanotary that organizations can absorb human capital to fill pivitol positions in two ways; Internal Absorption and External Absorption. Using internal absorption, idiosyncratic human capital is absorbed, and Using external absorption, Compulsory human capital is absorbed. Idiosyncratic human capital is unique for the organization and is defined with high background experiences and interanal training. Compulsary human capital is not specific to any particular organization and is difined with high education and external training. In other hand, Foundation record affects increasing knowledge and skills of human capital particularly idiosyncratic human capital. However, this effect is lower than absorption methods.