Relationships Between Human Capital, Organizational Integration, and Performance in Omni-Channel Retailing

Resources for What? Understanding Performance in the Resource-Based View and Strategic Human Capital Resource Literatures

Journal of Management ◽

10.1177/01492063211003137 ◽

2021 ◽

pp. 014920632110031

Author(s):

Robert E. Ployhart

Keyword(s):

Human Capital ◽

Competitive Advantage ◽

Research Needs ◽

Resource Based View ◽

Strategic Human Capital ◽

Specific Performance ◽

Collective Performance ◽

And Performance ◽

Performance Behavior ◽

Management Scholarship

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.

Download Full-text

Exploring the impact of intellectual capital on company reputation and performance

Journal of Intellectual Capital ◽

10.1108/jic-01-2018-0012 ◽

2018 ◽

Vol 19 (5) ◽

pp. 915-934 ◽

Cited By ~ 31

Author(s):

Gianluca Ginesti ◽

Adele Caldarelli ◽

Annamaria Zampella

Keyword(s):

Human Capital ◽

Intellectual Capital ◽

Corporate Reputation ◽

Intangible Asset ◽

Competition Authority ◽

Data Set ◽

Content Type ◽

Capital Efficiency ◽

And Performance ◽

The Impact

Purpose The purpose of this paper is to analyse the impact of intellectual capital (IC) on the reputation and performance of Italian companies. Design/methodology/approach The paper exploits a unique data set of 452 non-listed companies that obtained a reputational assessment from the Italian Competition Authority (ICA). To test the hypotheses, this study implemented several regression analyses. Findings Results support the argument that human capital efficiency is a key driver of corporate reputation. Findings also reveal that companies, which obtained reputational rating under ICA scrutiny, show a positive relationship between IC elements and various measures of financial performance. Research limitations/implications The study focuses on a single country; it is not free from the imprecisions of Pulic’s VAIC model. Practical implications This paper recommends companies that are interested to achieve a robust reputation should consider the human capital as a strategic intangible asset. Second, the results suggest that companies with an ICA reputational rating are able to leverage their intangibles to potentiate performance and competitiveness. Originality/value This is the first empirical investigation on the contribution of IC in generating value for corporate reputation. Additionally, the study contributes to the literature on the link between IC and performance by examining a sample of firms not yet explored in prior research.

Download Full-text

Diagnosing Expertise: Human Capital, Decision Making, and Performance among Physicians

Journal of Labor Economics ◽

10.1086/687848 ◽

2017 ◽

Vol 35 (1) ◽

pp. 1-43 ◽

Cited By ~ 16

Author(s):

Janet Currie ◽

W. Bentley MacLeod

Keyword(s):

Decision Making ◽

Human Capital ◽

And Performance

Download Full-text

The Time-Driven Activity-Based Costing Model for a Small Startup in Indonesia

Binus Business Review ◽

10.21512/bbr.v11i2.5869 ◽

2020 ◽

Vol 11 (2) ◽

pp. 141-148

Author(s):

Dewi Fitriasari ◽

Naoko Kawahara

Keyword(s):

Human Capital ◽

Development Process ◽

Simulated Data ◽

Simulation Method ◽

The Other ◽

Software Development Process ◽

Activity Based Costing ◽

Regulatory Data ◽

Costing System ◽

And Performance

The research proposed a Time-Driven Activity-Based Costing (TDABC) model for cost and human capital analysis in a small startup in Indonesia. TDABC discussed and illustrated the integration of capabilities into cost and performance in startups. The researchers applied a qualitative simulation method. The data were taken from actual regulatory data of wage and salary from the local government of Jakarta. The other data were simulated data based on a software development process for a small startup. The result indicates that the TDABC can assist the company to trace its performance and costs. Additional factors in implementing the costing system are provided for further research and practical considerations in adopting the costing system.

Download Full-text

Managing Talent across Organizations

10.1093/oxfordhb/9780198758273.013.11 ◽

2017 ◽

Author(s):

Gina Dokko ◽

Winnie Jiang

Keyword(s):

Social Capital ◽

Human Capital ◽

Career Mobility ◽

Social Resources ◽

Capital Social ◽

Career Trajectories ◽

Per Se ◽

And Performance

What do talented employees carry with them as they move across organizations? How portable are their expertise, resources, and performance? As organizations’ needs for talent grow and individuals’ career trajectories become increasingly diverse, these questions become more important. In this chapter, we draw from career-mobility research and develop a framework that considers the human capital, social capital, and identity issues in talent movement. We also provide implications for organizations as talent enters and exits an organization. In sum, we suggest that intake of talent per se does not necessarily lead to successful acquisition and utilization of the talent’s capital. Conversely, departure of talent does not mean an absolute loss to organizations—losing talent can potentially bring organizations unexpected gains, such as new social resources.

Download Full-text

Using Modeling and Simulation Techniques to Improve the Accountability and the Performance of Human Resource Management

Advances in Business Information Systems and Analytics - Modeling and Simulation Techniques for Improved Business Processes ◽

10.4018/978-1-5225-3226-2.ch004 ◽

2018 ◽

pp. 75-112

Author(s):

Florea Nicoleta Valentina ◽

Manea Marinela Daniela

Keyword(s):

Human Capital ◽

Human Resources ◽

Organizational Performance ◽

Simulation Techniques ◽

A Value ◽

Long Run ◽

Level Data ◽

Strategic Role ◽

And Performance ◽

The Impact

The analysis of human resources function and its contribution to obtain performance dates back to the 1920s. Now, the HR is an equal partner on the board of the companies, having a strategic role in obtaining performance, thus we try to show that compensating appropriately, the human capital it will be motivated to obtain performance. This paper examines the two different visions of different managers in which the human capital is perceived as a major cost for organization and the others which perceive it as an investment on long run. In this article, we analyse the impact could have the direct costs of human capital on individual and organizational performance using samples of some variables from European level, data between 2005-2016. Data used for the different years were analysed using simulation methods. Findings of this study show consistency with the theory in the filed, bringing a value in motivation and accountability of human capital and performance obtained through human capital.

Download Full-text

Oversight or out of sight: the intersection between talent management, OHS governance and the issues for boards

The APPEA Journal ◽

10.1071/aj10104 ◽

2011 ◽

Vol 51 (2) ◽

pp. 724

Author(s):

Lisa Barry

Keyword(s):

Corporate Governance ◽

Human Capital ◽

Environmental Performance ◽

Data Analytics ◽

Talent Management ◽

Deepwater Horizon ◽

Technical Expertise ◽

Corporate History ◽

And Performance ◽

Insight Into

In the wake of the Montara spill many companies have renewed efforts to review and implement leading safety and environmental performance; however, the issue is conceivably even more fundamental. With the recent Deepwater Horizon spillage, BP has booked a $US 32.2 billion provision to cover the costs of the spill—with the result that the company recorded the worst quarterly loss in British corporate history. What would a board need to know, in what form, and by when, in such a situation? Does the governance of such issues need to be strengthened? And in what way? How material and how effective is the oversight exercised by boards over operations of high technical expertise and remote location? What are the questions that boards should be asking about safety and environmental performance? And what are the real lead indicators of risk and performance shortfall? This presentation will draw from research by Deloitte’s Centre for Corporate Governance, as well as from interviews with Australian directors. It will also explore the issue of safety and environmental risk from the human capital perspective of talent management and shortage—mindful that the very impetus for the recently released report by the National Resources Sector Employment Taskforce was the decision to sanction the Gorgon LNG Project now underway. Finally, this presentation will outline some of the latest data analytics available to boards and management to gain insight into OHS and environmental incidents so that they can design measurable interventions to minimise risk.

Download Full-text

Additive Effects of Performance- and Commitment-Oriented Human Resource Management Systems on Organizational Outcomes

Sustainability ◽

10.3390/su11061679 ◽

2019 ◽

Vol 11 (6) ◽

pp. 1679

Author(s):

KonShik Kim ◽

Tack-Hyun Shin

Keyword(s):

Human Capital ◽

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Social Sustainability ◽

Organizational Outcomes ◽

Management Systems ◽

Additive Effects ◽

Hrm Practices ◽

And Performance

Exploring the duality and balance research on human resource management (HRM), this study established two different HRM systems or bundles based on distinct guiding principles—the performance-oriented HRM system and the commitment-oriented HRM system. This study investigated whether the performance- and commitment-oriented HRM systems or bundles with different philosophical backgrounds have their own independent and additive effects on organizational outcomes. The relationships between these HRM systems and organizational outcomes were examined with 1735 firm-period samples in the longitudinal setting. The empirical results show that the commitment-oriented HRM systems have independent and additive effects on organizational commitment and human capital. However, the performance-oriented HRM systems have no independent and additive effect on organizational outcomes. Our study also indicates that increasing the performance-oriented HRM practices can be redundant and unnecessary unless firms have sufficiently high levels of the commitment-oriented HRM practices. Given that the definition and measures of commitment-oriented HRM bundles nearly match the characteristics of sustainable HRM, we thus argue that the commitment-oriented HRM systems have more potential to improve not only organizational outcomes and performance, but also human and social sustainability, than the performance-oriented HRM systems.

Download Full-text