scholarly journals Human Capital Growth in a Cross Section of US Metropolitan Areas

2005 ◽  
Author(s):  
Christopher H. Wheeler
Keyword(s):  
Human Capital ◽  
Cross Section ◽  
Metropolitan Areas ◽  
Capital Growth

scholarly journals Human Capital Growth in a Cross Section of U.S. Metropolitan Areas

2006 ◽  
Author(s):  
Christopher H. Wheeler
Keyword(s):  
Human Capital ◽  
Cross Section ◽  
Metropolitan Areas ◽  
Capital Growth

scholarly journals Human Capital Growth in a Cross Section of US Metropolitan Areas

2005 ◽  
Author(s):  
Christopher H. Wheeler
Keyword(s):  
Human Capital ◽  
Cross Section ◽  
Metropolitan Areas ◽  
Capital Growth

scholarly journals Human Capital Growth in a Cross Section of U.S. Metropolitan Areas

2006 ◽  
Author(s):  
Christopher H. Wheeler
Keyword(s):  
Human Capital ◽  
Cross Section ◽  
Metropolitan Areas ◽  
Capital Growth

scholarly journals Human Capital Growth in a Cross Section of U.S. Metropolitan Areas

2006 ◽  
Vol 88 (2) ◽  
Author(s):  
Christopher H. Wheeler
Keyword(s):  
Human Capital ◽  
Cross Section ◽  
Metropolitan Areas ◽  
Capital Growth

scholarly journals Cities and Growth: In Situ Versus Migratory Human Capital Growth

2008 ◽  
Author(s):  
Desmond Beckstead ◽  
W. Mark Brown ◽  
K. Bruce Newbold
Keyword(s):  
Human Capital ◽  
Capital Growth

scholarly journals COMPETENCY: DEVELOPMENT, INTEGRATION, AND APPLICATION

2017 ◽  
Vol 2 (2) ◽  
Author(s):  
Steven Moulton ◽  
Oki Sunardi ◽  
Gino Ambrosini
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Cross Section ◽  
Shared Leadership ◽  
Core Competencies ◽  
Business Success ◽  
Competency Development ◽  
Bottom Line ◽  
Strategic Direction ◽  
Organizational Competencies

<p>Many companies and organizations are increasingly focusing on human capital as a competitive advantage in a rapidly changing environment. To achieve business success, companies are expecting their employees to perform at higher levels, to be more customer-responsive, more process-oriented, more involved in shared leadership and more responsible for creating the knowledge that adds value to an organization’s distinguishing capabilities. When embarking on the path of selecting and defining competencies, an organization needs to pause for an introspective review. Linking competencies to the organization’s purpose, goals and values is the key to positively affect the organization’s direction and bottom line. Competencies can be categorized into one of four groups, organization-based, individual-based, technical and behavioral. From a strategic direction approach, the organization that knows and understands its core competencies and capabilities can use them to attain a strategic advantage. In addition, the organization understands that there is a diverse cross section of organizational competencies that are necessary for fulfilling its mission. Successful application of competencies lies in how they are defined. Simplicity and measurability are keys for competencies to be accepted and measured throughout an organization.</p><p>Keywords: competencies, core competencies, organizational competencies, simplicity and measurability</p>

scholarly journals Vintage Human Capital, Growth, and Structural Unemployment

1986 ◽  
Author(s):  
V. V. Chari ◽  
Hugo Andres Hopenhayn
Keyword(s):  
Human Capital ◽  
Structural Unemployment ◽  
Capital Growth

scholarly journals Trends in the Distributions of Income and Human Capital within Metropolitan Areas: 1980-2000

2006 ◽  
Author(s):  
Christopher H. Wheeler ◽  
Elizabeth A. La Jeunesse
Keyword(s):  
Human Capital ◽  
Metropolitan Areas

scholarly journals Capitalists in the Twenty-First Century*

2019 ◽  
Vol 134 (4) ◽  
pp. 1675-1745 ◽  
Author(s):  
Matthew Smith ◽  
Danny Yagan ◽  
Owen Zidar ◽  
Eric Zwick
Keyword(s):  
Human Capital ◽  
Value Added ◽  
Primary Source ◽  
Premature Death ◽  
Financial Capital ◽  
Capital Growth ◽  
Working Age ◽  
Capital Tax ◽  
Business Profit ◽  
Pass Through

Abstract How important is human capital at the top of the U.S. income distribution? A primary source of top income is private “pass-through” business profit, which can include entrepreneurial labor income for tax reasons. This article asks whether top pass-through profit mostly reflects human capital, defined as all inalienable factors embodied in business owners, rather than financial capital. Tax data linking 11 million firms to their owners show that top pass-through profit accrues to working-age owners of closely held mid-market firms in skill-intensive industries. Pass-through profit falls by three-quarters after owner retirement or premature death. Classifying three-quarters of pass-through profit as human capital income, we find that the typical top earner derives most of her income from human capital, not financial capital. Growth in pass-through profit is explained by both rising productivity and a rising share of value added accruing to owners.

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