Team-Specific Human Capital and Team Performance: Evidence from Doctors

2021 ◽  
Vol 111 (12) ◽  
pp. 3923-3962
Author(s):  
Yiqun Chen
Keyword(s):  
Human Capital ◽  
Team Performance ◽  
Resource Use ◽  
Work Experience ◽  
Medical Resource ◽  
Doctor Who ◽  
Percent Reduction ◽  
Standard Deviation Increase ◽  
Team Members ◽  
Specific Human Capital

This paper studies whether team members’ past collaboration creates team-specific human capital and influences current team performance. Using administrative Medicare claims for two heart procedures, I find that shared work experience between the doctor who performs the procedure (“proceduralist”) and the doctors who provide care to the patient during the hospital stay for the procedure (“physicians”) reduces patient mortality rates. A one standard deviation increase in proceduralist-physician shared work experience leads to a 10–14 percent reduction in patient 30-day mortality. Patient medical resource use also declines with shared work experience, even as survival improves. (JEL I10, J24, M12, M54)

Task-specific human capital and returns to specialization: evidence from association football

2021 ◽  
Author(s):  
Karol Kempa
Keyword(s):  
Human Capital ◽  
Fixed Effects ◽  
Football Players ◽  
Task Specialization ◽  
Data Set ◽  
Team Members ◽  
Regression Methods ◽  
Specific Human Capital ◽  
The Impact ◽  
Salary Distribution

Abstract This paper analyses returns to task specialization using a unique panel data set of professional football players in the German Bundesliga. Based on accumulated task-specific human capital, I measure whether a player is rather a specialist in one task or a generalist able to perform several tasks. Using OLS, fixed effects, and quantile regression methods (with individual fixed effects), I analyse the impact of specialization on remuneration. Differentiating by player role in team production, I find that core team members, i.e. starting players, exhibit positive returns to specialization, which increase at higher salary quantiles. In contrast, substitutes, in particular those in the lower half of the conditional salary distribution, seem to benefit from being generalists, which renders them more attractive as substitute players for their teams. The paper discusses implications of the findings for other labour market contexts.

The Duality of Internal and External Development of Successors: Opportunity Recognition in Family Firms

2011 ◽  
Vol 24 (2) ◽  
pp. 111-125 ◽  
Author(s):  
Shruti R. Sardeshmukh ◽  
Andrew C. Corbett
Keyword(s):  
Human Capital ◽  
Family Business ◽  
Work Experience ◽  
Family Firms ◽  
Family Firm ◽  
The Family ◽  
New Ideas ◽  
Specific Human Capital ◽  
General Human Capital ◽  
External Development

The study contributes to the family business literature by examining the intersection of succession and opportunities and extends an existing line of research on entrepreneurial behavior in family firms by examining opportunity perception by 119 family business successors. The authors investigate the successors’ self-efficacy, education, and work experience, together with their perception of entrepreneurial opportunities. The results suggest that successors who perceive new opportunities balance and combine their family firm—specific human capital built through experience within the family firm with general human capital built through education and other work experience to generate new ideas leading to the entrepreneurial opportunity perception.

Human Capital of Returnee Entrepreneurs: A Case Study in China

2016 ◽  
Vol 24 (04) ◽  
pp. 391-418 ◽  
Author(s):  
Li Zhou ◽  
Maris Farquharson ◽  
Thomas Wing Yan Man
Keyword(s):  
Human Capital ◽  
Host Country ◽  
Work Experience ◽  
Participant Observation ◽  
Opportunity Identification ◽  
Host Countries ◽  
Legal Professionals ◽  
New Firm ◽  
Specific Human Capital

Returnee entrepreneurs (REs), who left China for education or work experience, accumulate human capital (HC) from their host countries. Such HC may be of benefit when forming new firms on their return to their home country. Insight from an in-depth case study of a service company for legal professionals, formed by three REs in Shanghai, is observed. Data were collected through participant observation and in-depth interviews. Findings indicate a contingency effect of HC. REs’ specific human capital (SHC), leveraged from their ‘host country experiences’, increased their alertness to business opportunities (i.e., opportunity identification). Their general human capital (GHC), leveraged from their ‘home and host country experiences’, prompted the new firm formation (i.e., opportunity exploitation).

scholarly journals Specific Human Capital as a Source of Superior Team Performance

2011 ◽  
Vol 63 (4) ◽  
pp. 376-392 ◽  
Author(s):  
Egon Franck ◽  
Stephan Nüesch ◽  
Jan Pieper
Keyword(s):  
Human Capital ◽  
Team Performance ◽  
Specific Human Capital

scholarly journals Human capital investments as sources of skills: An analysis at different entrepreneurship phases

2017 ◽  
Vol 9 (1) ◽  
pp. 12
Author(s):  
M. Anastacia Mamabolo ◽  
Myres Kerrin ◽  
Tumo Kele
Keyword(s):  
Human Capital ◽  
Work Experience ◽  
Formal Education ◽  
Capital Investments ◽  
Online Questionnaire ◽  
Capital Theory ◽  
Specific Investments ◽  
New Business ◽  
Human Capital Investments ◽  
Specific Human Capital

<strong>Background:</strong> Entrepreneurs need entrepreneurial skills to run their businesses. Skills can come from various sources, and the usage of the sources of skills can vary according to the different entrepreneurship phases.<p><strong>Aim:</strong> Adopting a human capital theory perspective, this study determined the specific human capital investments as sources of skills needed by entrepreneurs across the different entrepreneurship phases. The sources of skills included work experience, formal education, entrepreneurship education and entrepreneurship experience.</p><p><strong>Setting:</strong> Entrepreneurs at the different entrepreneurship phases which are nascent (entrepreneurs with ventures less than 3 months in existence), new business (entrepreneurs with ventures with more than 3 months but less than 3.5 years in existence) and established business (entrepreneurs with ventures more than 3.5 years in existence).</p><p><strong>Method:</strong> The study employed a survey research design. An online questionnaire was used to collect the data.</p><p><strong>Results:</strong> The results show that the sources of skills are used differently across the entrepreneurship phases. As entrepreneurs start businesses, in the nascent phase, the use of human capital investments (especially formal education) as a source of skills declines, thus creating a need to acquire more entrepreneurship-specific investments. In addition to acquiring skills from human capital investments, entrepreneurs learn skills from people in their social networks and self-taught skills which are used differently across the different entrepreneurship phases.</p><p><strong>Conclusion:</strong> The findings indicate that the human capital investments are dynamic and change over time as the entrepreneurship phases unfold. Because there are different sources of skills for each entrepreneurship phase, entrepreneurs need to be treated according to their phases.</p>

Development of a German-Language Questionnaire to Measure Collective Orientation as an Individual Attitude

2017 ◽  
Vol 76 (3) ◽  
pp. 91-105 ◽  
Author(s):  
Vera Hagemann
Keyword(s):  
Team Performance ◽  
Reliability And Validity ◽  
Future Research ◽  
German Language ◽  
Team Members ◽  
Collective Orientation ◽  
Team Research ◽  
German Speaking ◽  
Individual Variables ◽  
The Individual

Abstract. The individual attitudes of every single team member are important for team performance. Studies show that each team member’s collective orientation – that is, propensity to work in a collective manner in team settings – enhances the team’s interdependent teamwork. In the German-speaking countries, there was previously no instrument to measure collective orientation. So, I developed and validated a German-language instrument to measure collective orientation. In three studies (N = 1028), I tested the validity of the instrument in terms of its internal structure and relationships with other variables. The results confirm the reliability and validity of the instrument. The instrument also predicts team performance in terms of interdependent teamwork. I discuss differences in established individual variables in team research and the role of collective orientation in teams. In future research, the instrument can be applied to diagnose teamwork deficiencies and evaluate interventions for developing team members’ collective orientation.

Managing the Era of Multi-Cultural Leadership

2018 ◽  
Vol 11 (1) ◽  
Author(s):  
M. Rahul ◽  
R. Ganesan
Keyword(s):  
Work Environment ◽  
Leadership Style ◽  
Work Experience ◽  
Cross Culture ◽  
Cultural Leadership ◽  
Team Members ◽  
Diverse Workforce ◽  
The Difference ◽  
The One ◽  
Global Arena

Leaders in the global arena are the one who face the challenges never seen before, while coordinating work and managing relationship between team members coming from varied ethnic groups. Globalization has undoubtedly opened up endless growth opportunities for both, businesses and individuals, by collaborating with each other, but with certain inherent challenges. These challenges are the difference in the cultural background of the team members, which gets predominantly reflected in their behavior at workplace too. The cultural differences exist primarily due to differences in shared values, which form the basis for difference in perception and practices of decision making by an individual (Hofstede, 1980). Juana Bordas has rightly described that any business that fails to adapt their leadership style aligning with multi-cultural approach will find it difficult to thrive in a more colorful world. Leadership style has witnessed various facets of changing work environment that has demanded from leaders to modify their approach to adapt along and be effective and survive in the ever-changing environment of business (Bordas,2007).A cross-culture leader plays a significant role in knitting the diverse workforce into an efficient team; which requires a leader to very well understand the various dimensions of culture. This understanding of the leader enables him to learn about blending of leadership styles to address the challenges of such work environment. This paper is an extended work on 'Leadership in Cross-Cultural Environment – A Comparison of Asian and Non-Asian Managers' (Rahul and Ganesan, 2015). The extended research study has identified that enhanced work experience of cross-culture leaders enables them in effective team management, than the rise in designation, as it results in creation of hierarchical distance between the leaders and subordinates.

Is the bottom line reached? An exploration of supervisor bottom-line mentality, team performance avoidance goal orientation and team performance

2021 ◽  
pp. 001872672110029
Author(s):  
Yuying Lin ◽  
Mengxi Yang ◽  
Matthew J Quade ◽  
Wansi Chen
Keyword(s):  
Goal Orientation ◽  
Team Performance ◽  
Social Information Processing ◽  
Negative Relationship ◽  
Bottom Line ◽  
Team Members ◽  
Processing Theory ◽  
Using Data ◽  
Exclusive Focus ◽  
Avoidance Goal

How do supervisors who treat the bottom line as more important than anything else influence team success? Drawing from social information processing theory, we explore how and when supervisor bottom-line mentality (i.e. an exclusive focus on bottom-line outcomes at the expense of other priorities) exerts influence on the bottom-line itself, in the form of team performance. We argue that a supervisor’s bottom-line mentality provides significant social cues for the team that securing bottom-line objectives is of sole importance, which stimulates team performance avoidance goal orientation, and thus decreases team performance. Further, we argue performing tension (i.e. tension between contradictory needs, demands, and goals), serving as team members’ mutual perception of the confusing environment, will strengthen the indirect negative relationship between supervisor bottom-line mentality and team performance through team performance avoidance goal orientation. We conduct a path analysis using data from 258 teams in a Chinese food-chain company, which provides support for our hypotheses. Overall, our findings suggest that supervisor’s exclusive focus on the bottom-line can serve to impede team performance. Theoretical contributions and practical implications are discussed.

scholarly journals CEOs’ International Work Experience and Compensation

2021 ◽  
Author(s):  
Stefan Schmid ◽  
Sebastian Baldermann
Keyword(s):  
Human Capital ◽  
Empirical Analysis ◽  
Work Experience ◽  
Resource Dependence ◽  
Human Capital Theory ◽  
Work Experiences ◽  
Capital Theory ◽  
International Work ◽  
Executive Remuneration ◽  
To Receive

AbstractIn this paper, we study the effect a CEO’s international work experience has on his or her compensation. By combining human capital theory with a resource dependence and a resource-based perspective, we argue that international work experience translates into higher pay. We also suggest that international work experience comprises several dimensions that affect CEO compensation: duration, timing and breadth of stays abroad. With data from Europe’s largest stock market firms, we provide evidence that the longer the international work experiences and the more numerous they are, the higher a CEO’s compensation. While, based on our theoretical arguments, we expect to find that later international work experiences pay off for CEOs, our empirical analysis shows that earlier international work experiences are particularly valuable in terms of compensation. In addition, our data support the argument that maturity allows a CEO to take advantage of the skills, knowledge and competencies obtained via international experience—and to receive a higher payoff. With our study, we improve the understanding of how different facets of a CEO’s background shape executive remuneration.

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