Leadership development practice bundles and organizational performance: The mediating role of human capital and social capital

This study seeks to better understand the link of a tourism firm’s intellectual capital to innovation performance, empirically testing the mediating role of absorptive capacity and moderating effect of asset specificity. Findings from 217 Chinese tourism firms indicate that absorptive capacity plays a mediating role in the capital–performance link, and the effect of social capital to absorptive capacity is highest when asset specificity is at an intermediate level, having an inverted “U” shape. The result indicates that the effect of the human capital is “U” shape with asset specificity. Thus, the findings make a few new important insights to the tourism innovation literature and also offer a number of vital implications for tourism managerial practices.

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Human Capital, HRM Practices and Organizational Performance in Pakistani Construction Organizations: The Mediating Role of Innovation

Archives of Business Research ◽

10.14738/abr.46.2413 ◽

2016 ◽

Vol 4 (6) ◽

Author(s):

Muhammad Ishtiaq Ishaq ◽

Bilal Khan ◽

Kashif Nadeem ◽

Junaid Aftab

Keyword(s):

Human Capital ◽

Organizational Performance ◽

Mediating Role ◽

Hrm Practices ◽

Construction Organizations

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Should companies invest in human resource development practices? The role of intellectual capital and organizational performance improvements

Personnel Review ◽

10.1108/pr-04-2019-0179 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Mavis Yi-Ching Chen ◽

Long W. Lam ◽

Julie N.Y. Zhu

Keyword(s):

Social Capital ◽

Human Capital ◽

Organizational Performance ◽

Human Resource Development ◽

Intellectual Capital ◽

Return On Assets ◽

Content Type ◽

Performance Improvements ◽

The Relationship

PurposeIn this study, the authors employ an intellectual-capital based view of the firm to examine the relationship between three bundles of human resource development (HRD) practices (i.e. developmental, constructive and collaborative HRD practices), three dimensions of intellectual capital (i.e. human capital, organizational capital and social capital), and organizational performance improvements. Specifically, the authors investigate the mediating role of intellectual capital in the relationship between HRD practices and changes in organizational performance.Design/methodology/approachThe authors randomly distributed questionnaires to 1,000 HR executives of Taiwanese firms to assess the firms' HRD practices and intellectual capital. Firm performance data in terms of return on assets (ROA) were obtained from the Taiwan Economic Journal (TEJ). To test the model, the authors used the longitudinal data over three years from 213 firms in Taiwan.FindingsThe results show that human capital and social capital mediate the relationship between HRD practices (i.e. developmental and collaborative HRD practices) and organizational performance improvements in terms of return-on-assets growth.Originality/valueThis study adds to the empirical evidence regarding whether or not investment in HRD practices can lead to positive changes in financial performance.

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