Human Capital Resource Complementarities

2017 ◽  
Author(s):  
Robert E. Ployhart ◽  
Ormonde R. Cragun
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Research Agenda ◽  
Management Practices ◽  
Talent Management ◽  
Key Features ◽  
Synergistic Relationships

Firms must increasingly innovate to gain a competitive advantage. One method of innovation is by designing work or grouping individuals in ways that create unique relationships between their knowledge, skills, abilities, and other characteristics, and by designing these relationships to be accessible by the firm (i.e., creating human capital resources). Synergistic relationships between two or more human capital resources are therefore human capital resource complementarities. In the chapter we discuss how talent-management practices relate to the formation, maintenance, and bundling of human capital resource complementarities. We start by briefly summarizing the key features of resource complementarities observed within the broader strategy literature. We then consider the nature of complementarities specifically for human capital resources, and consider numerous types of complementarities that may exist. We conclude by proposing a research agenda to understand how talent-management practices are related to human capital resource complementarities and competitive advantage.

Talent Management Practices and Competitive Advantage

2021 ◽  
Vol 12 (5) ◽  
pp. 102-115
Author(s):  
Yazan Emnawer Al-Haraisa ◽  
*Noor Al-Ma'aitah ◽  
Khalaf Al-Tarawneh ◽  
Ahmad Abuzaid
Keyword(s):  
Competitive Advantage ◽  
Management Practices ◽  
Talent Development ◽  
Talent Management ◽  
Insurance Companies ◽  
Convenience Sample ◽  
Insurance Sector ◽  
Talent Retention ◽  
The Right ◽  
Selection Stage

This study investigated the role of talent management practices (talent discovery, talent development, and talent retention) on achieving a competitive advantage in Jordanian insurance companies. Data were collected via a questionnaire using a convenience sample consisting of 130 managers and their assistants. Using SPSS 21, a multiple regression analysis was conducted and found a positive effect for talent management (talent discovery, talent development, and talent retention) on competitive advantage, and the relative importance of dimensions was talent development, talent discovery, and talent retention, respectively. This study concluded the importance of talent management practices in Jordanian insurance sector, in particular in the selection stage for choosing the right people. Recommendations for future researches are also identified.

scholarly journals The distinctiveness of family-firm intangibles: A review and suggestions for future research

2011 ◽  
Vol 17 (2) ◽  
pp. 268-287 ◽  
Author(s):  
Jolien Huybrechts ◽  
Wim Voordeckers ◽  
Nadine Lybaert ◽  
Sigrid Vandemaele
Keyword(s):  
Human Capital ◽  
Organizational Culture ◽  
Competitive Advantage ◽  
Research Agenda ◽  
Family Firms ◽  
Empirical Literature ◽  
Future Research ◽  
Resource Based View ◽  
Intangible Resources ◽  
Future Research Agenda

AbstractWe review the theoretical and empirical literature on the resource-based view in the context of family businesses using a framework of intangible resources. This approach allows us to structure the present research on value-adding resources in family firms into four clearly distinct groups – organizational culture, reputation, human capital and networks – and provides us with the opportunity to examine the interactions of these intangible resources. We use these relationships to offer a future research agenda that is focused on the creation of competitive advantage through the combination and recombination of these resources.

scholarly journals The distinctiveness of family-firm intangibles: A review and suggestions for future research

2011 ◽  
Vol 17 (2) ◽  
pp. 268-287 ◽  
Author(s):  
Jolien Huybrechts ◽  
Wim Voordeckers ◽  
Nadine Lybaert ◽  
Sigrid Vandemaele
Keyword(s):  
Human Capital ◽  
Organizational Culture ◽  
Competitive Advantage ◽  
Research Agenda ◽  
Family Firms ◽  
Empirical Literature ◽  
Future Research ◽  
Resource Based View ◽  
Intangible Resources ◽  
Future Research Agenda

AbstractWe review the theoretical and empirical literature on the resource-based view in the context of family businesses using a framework of intangible resources. This approach allows us to structure the present research on value-adding resources in family firms into four clearly distinct groups – organizational culture, reputation, human capital and networks – and provides us with the opportunity to examine the interactions of these intangible resources. We use these relationships to offer a future research agenda that is focused on the creation of competitive advantage through the combination and recombination of these resources.

scholarly journals Talent Management an Emerging Trend for Employee Effectiveness in Corporate Hospitals

2020 ◽  
Vol 8 (4S5) ◽  
pp. 69-71
Keyword(s):  
Competitive Advantage ◽  
Growth And Development ◽  
Management Practices ◽  
Talent Management ◽  
Long Run ◽  
Vacant Position ◽  
Career Growth ◽  
Skilled Workforce ◽  
Competency Level ◽  
Structured Questionnaire

Talent management is considered an important factor for attaining competitive advantage and development of the firm in the current era. It deals with filling a vacant position with a talented workforce than a skilled workforce for the long-run objective of the firm. The present study was carried with an objective to identify the effectiveness of talent management practices and strategies in corporate hospitals. The study was conducted with 290 respondents in corporate hospitals in the Madurai district using a structured questionnaire. The result indicates the intention of talent management practices and strategies was; to build a deeper reservoir of successors at every level, creating a culture that makes employees stay with the firm and to identify gaps in the current workforce and their competency level. But, the talent management practices and strategies are effective in; Aligning workforce with the mission and vision of the organization, creating suitable policies that encourage individual career growth and development opportunities and Identifying and locating the qualified professionals needed.

scholarly journals Talent management practices in IT companies of Ukraine: Differences in exclusive and inclusive approaches

2021 ◽  
Vol 19 (4) ◽  
pp. 436-445
Author(s):  
Natalia Nosan ◽  
Sergiy Nazarenko
Keyword(s):  
Human Capital ◽  
Empirical Study ◽  
Empirical Analysis ◽  
Management Practices ◽  
Talent Management ◽  
Descriptive Statistics ◽  
Average Level ◽  
Knowledge And Skills ◽  
The World ◽  
Research Period

Employees, their knowledge, and skills are becoming an increasingly important factor in the performance and competitiveness of companies in the XXI century. Approaches to talent management vary around the world. The more technological the company, the more unique the technology of using human capital and the higher the level of employee stress. The aim of the study is to establish statistically significant differences in exclusive and inclusive approaches to talent management in Ukrainian IT companies. The study employed methods of psychodiagnostic and descriptive statistics. The research period is from January to June 2021. The total number of respondents is 150 employees from the TOP-50 largest IT companies in Ukraine as of 2020. The population of the empirical study included 70 men (46.7%) and 80 women (53.3%) aged 21 to 40 years. The results of empirical analysis show that, indeed, the degree of employee burden in IT companies is enormous. The study empirically confirmed and theoretically proved that there are statistically significant differences in exclusive and inclusive approaches to talent management. IT companies that use an exclusive approach show burnout rates at an average level (according to 38.5% of respondents), and talents are already working at the limit of their psycho-emotional resource capabilities.

The impact of contextual factors on talent management practices in SMEs

2021 ◽  
pp. 1-15
Author(s):  
Aleksy Pocztowski ◽  
Urban Pauli
Keyword(s):  
Human Capital ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Contextual Factors ◽  
Talent Management ◽  
Short Term ◽  
Number Of Publications ◽  
Medium Enterprises ◽  
Almost All ◽  
The Impact

BACKGROUND: Despite the fact that there is a rising number of publications on TM, research on implementing such practices in SMEs and on the impact of contextual factors on TM is scarce. This article focuses on the impact of contextual factors on talent management (TM) practices in small and medium enterprises (SMEs). OBJECTIVE: The main aim of the research was to evaluate the impact of contextual factors on TM practices in SMEs. This paper presents the results of the analyses verifying whether there is a dependence between contextual factors (be they internal or external) and scope of TM practices introduced in SMEs. METHODS: The data was gathered from 200 randomly selected SMEs. The respondents were questioned about the characteristics of TM practices they run and asked about factors impacting upon their approach to TM. RESULTS: The results prove that there are some statistically significant dependences between the context and TM, but due to the heterogeneity of such enterprises, the complexity of contextual factors and the manager/owner attitude to HRM, no coherent patterns could be found. CONCLUSIONS: It can be concluded that the short-term perspective and reactive actions dominate in the group of investigated companies. However, almost all respondents claimed to pay high attention to employees’ expectations towards such practices, which can be portrayed as a way of building sustainability on the basis of human capital.

Talented Employees in Russian and Foreign Companies

2013 ◽  
pp. 147-156 ◽  
Author(s):  
M. Latukha ◽  
T. Tsukanova
Keyword(s):  
Management Practices ◽  
Management Practice ◽  
Talent Management ◽  
Foreign Companies ◽  
Study Results ◽  
Practice Development

The study investigates talent management practices in Russian and foreign companies. The inquiry of Russian and foreign companies (working in Russia) showed that perceived and dedicated talent management practices contribute to better companies performance. The study results can be used in talent management practice development.

Sign in / Sign up

Export Citation Format

Share Document