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Handbook of Research on Strategic Human Capital Resources
Strategic human capital resources are a relatively new construct with a scholarly literature that is still evolving. Work in this area requires the integration of multiple theoretical perspectives and empirical approaches, but that integration rarely occurs. Within these pages, the editors have combined the voices of leading scholars from a wide range of disciplinary backgrounds to provide a comprehensive introduction to the current state of the field.
More Information
Contributors
Contents
More Information
Strategic human capital resources are a relatively new construct with a scholarly literature that is still evolving. Work in this area requires the integration of multiple theoretical perspectives and empirical approaches, but that integration rarely occurs. Within these pages, the editors have combined the voices of leading scholars from a wide range of disciplinary backgrounds to provide a comprehensive introduction to the current state of the field.
The Handbook of Research on Strategic Human Capital Resources brings together fifty prominent strategy, organizational behavior, human resource management, and organizational theory researchers who share a scholarly interest in human capital resources (HCRs). These authors draw on their diverse expertise and backgrounds to explore two broad domains of questions: how do we conceptualize HCRs and how do we actuate HCRs in organizations? These two domains each comprise four topics, and each topic is examined through ‘micro’ and ‘macro’ perspectives. In this way, the authors in each topic area shine a light on commonalities and differences in their scholarly perspectives surrounding HCR theory and practice.
The result is a foundational and definitive volume for understanding the current state and future directions of research on HCRs, making it invaluable for scholars interested in learning more about HCRs, doctoral students across a variety of fields, and practitioners.
The Handbook of Research on Strategic Human Capital Resources brings together fifty prominent strategy, organizational behavior, human resource management, and organizational theory researchers who share a scholarly interest in human capital resources (HCRs). These authors draw on their diverse expertise and backgrounds to explore two broad domains of questions: how do we conceptualize HCRs and how do we actuate HCRs in organizations? These two domains each comprise four topics, and each topic is examined through ‘micro’ and ‘macro’ perspectives. In this way, the authors in each topic area shine a light on commonalities and differences in their scholarly perspectives surrounding HCR theory and practice.
The result is a foundational and definitive volume for understanding the current state and future directions of research on HCRs, making it invaluable for scholars interested in learning more about HCRs, doctoral students across a variety of fields, and practitioners.
Contributors
Contributors include: R. Agarwal, B. Amber, J.B. Barney, F.S. Bentley, Y.S. Bermiss, M. Bidwell, F. Bridoux, R.A. Brymer, B. Campbell, A. Camuffo, A.A. Canella Jr., C. Chadwick, G. Chen, R. Coff, S.A. Conroy, A. Crocker, S. Darnell, F. De Stefano, J.E. Delery, R. Eckardt, S.M. Essman, B. Gerhart, J.P. Hausknecht, M.A. Hitt, K. Jiang, R.R. Kehoe, S.W.J. Kozlowski, D. Kryscynski, I. Larkin, D.P. Lepak, D. Lewin, A. Mackey, T.P. Moliterno, S. Morris, A.J. Nyberg, T. Obloj, R.E. Ployhart, C.O.L.H. Porter, G. Reilly, C.I. Rider, D. Roumpi, S. Snell, J.W. Stoelhorst, V.A. Sy, D. Tan, D.J. Teece, E. Wang, I. Weller, M. Wiersema, P.M. Wright, T. Zenger
Contents
Contents:
INTRODUCTION
Strategic human capital resources: a brief history, construct definition, and
introduction to the Handbook of Research on Strategic Human Capital Resources 2
Thomas P. Moliterno and Anthony J. Nyberg
CONCEPTUALIZING HCRS
PART I VALUE CREATION AND VALUE CAPTURE: RENTS
Starting Point Chapters
1 Setting base pay rates: integrating compensation practice with human capital
value creation and value capture 15
Samantha A. Conroy
2 Rents from human capital complementarities: a relational view of value
creation and value capture 34
Flore Bridoux and J. W. Stoelhorst
Commentary Chapters
3 Commentary on “Setting base pay rates: integrating compensation practice
with human capital value creation and value capture” 59
Russell Coff and Clint Chadwick
4 Commentary on “Rents from human capital complementarities: a relational
view of value creation and value capture” 68
Clint Chadwick and Russell Coff
PART II MULTILEVEL APPROACHES: EMERGENCE
Starting Point Chapter
5 Human capital resource emergence: theoretical and methodological
clarifications and a path forward 77
Rory Eckardt and Kaifeng Jiang
Commentary Chapters
6 Human capital resource emergence: reflections, insights, and
recommendations 113
Steve W. J. Kozlowski
7 Human capital resource emergence: a commentary 130
Albert A. Cannella, Jr and Valerie A. Sy
PART III ISOLATING MECHANISMS: FIRM-SPECIFICITY
Starting Point Chapters
8 Specific human capital: a matching perspective 144
Ingo Weller
9 What are we isolating? Why human capital-based competitive advantage
may not be so much about human capital 157
Ben Campbell and David Kryscynski
Commentary Chapters
10 Retaining valued human capital: a commentary on the role of
firm-specificity as a mobility constraint 169
John E. Delery and Dorothea Roumpi
11 Human resource management strategy and practice: from individual
motivation to dynamic capabilities 183
David Lewin and David J. Teece
PART IV COMPLEMENTARITIES: HUMAN AND SOCIAL CAPITAL
Starting Point Chapters
12 How employees can better solve customer problems: a use value approach
to human and social capital 199
Shad Morris and Scott Snell
13 Social capital and human capital co-emergence: a socialized view of
emergent human capital resources 215
Alia Crocker
Commentary Chapters
14 The missing construct in strategic human capital research: humans 236
Patrick M. Wright and Spenser M. Essman
15 Agonistic relations, social capital, and (dis)complementarity in the
emergence of human capital resources 245
Rhett A. Brymer and Michael A. Hitt
ACTUATING HCRS
PART V BUILDING SHCRS: HIRING AND ACQUIRING
Starting Point Chapters
16 Building human capital resources: hiring and acquiring 259
Rebecca R. Kehoe and F. Scott Bentley
17 Getting access to strategic human capital resources: a multiple strategic
factor market approach 281
Arnaldo Camuffo and Federica De Stefano
Commentary Chapter
18 Towards a human-capital resource-based theory of the firm 307
Alison Mackey and Jay B. Barney
PART VI MOBILIZING STRATEGIC HUMAN CAPITAL RESOURCES:
TEAMS
Starting Point Chapters
19 Team motivation and goal (mis)alignment: the missing link in human
capital resources research 315
Christopher O. L. H. Porter, Brittney Amber, and Ernie Wang
20 Mobilizing human capital to manage negative events 338
Y. Sekou Bermiss and Samantha Darnell
Commentary Chapters
21 The vital role of teams in the mobilization of strategic human capital
resources 354
Robert E. Ployhart and Gilad Chen
22 Organizational crisis: the need for transformative boards and top
management teams 370
Margarethe Wiersema
PART VII COMPENSATING STRATEGIC HUMAN CAPITAL
RESOURCES: INCENTIVES
Starting Point Chapters
23 A pay system model for turning human capital resources into action 384
Anthony J. Nyberg and Greg Reilly
24 Strategic compensation: a critique and research agenda 403
Ian Larkin
Commentary Chapters
25 Commentary on Larkin and Nyberg and Reilly 425
Barry Gerhart
26 (Unavoidable) dynamics in incentive design 434
Tomasz Obloj and Todd Zenger
PART VIII KEEPING STRATEGIC HUMAN CAPITAL RESOURCES:
MOBILITY
Starting Point Chapters
27 Keeping strategic human capital resources: mobility 447
John P. Hausknecht
28 Retention is not a strategic imperative: on the pros and cons of
employee turnover 458
Christopher I. Rider and David Tan
Commentary Chapters
29 A commentary on “Keeping strategic human capital resources: mobility” 472
Matthew Bidwell
30 Human enterprise 482
Rajshree Agarwal
CONCLUSION
31 Human capital resources: a convergence of questions but divergence
of answers 502
Anthony J. Nyberg, Robert E. Ployhart, and Thomas P. Moliterno
Index 513
INTRODUCTION
Strategic human capital resources: a brief history, construct definition, and
introduction to the Handbook of Research on Strategic Human Capital Resources 2
Thomas P. Moliterno and Anthony J. Nyberg
CONCEPTUALIZING HCRS
PART I VALUE CREATION AND VALUE CAPTURE: RENTS
Starting Point Chapters
1 Setting base pay rates: integrating compensation practice with human capital
value creation and value capture 15
Samantha A. Conroy
2 Rents from human capital complementarities: a relational view of value
creation and value capture 34
Flore Bridoux and J. W. Stoelhorst
Commentary Chapters
3 Commentary on “Setting base pay rates: integrating compensation practice
with human capital value creation and value capture” 59
Russell Coff and Clint Chadwick
4 Commentary on “Rents from human capital complementarities: a relational
view of value creation and value capture” 68
Clint Chadwick and Russell Coff
PART II MULTILEVEL APPROACHES: EMERGENCE
Starting Point Chapter
5 Human capital resource emergence: theoretical and methodological
clarifications and a path forward 77
Rory Eckardt and Kaifeng Jiang
Commentary Chapters
6 Human capital resource emergence: reflections, insights, and
recommendations 113
Steve W. J. Kozlowski
7 Human capital resource emergence: a commentary 130
Albert A. Cannella, Jr and Valerie A. Sy
PART III ISOLATING MECHANISMS: FIRM-SPECIFICITY
Starting Point Chapters
8 Specific human capital: a matching perspective 144
Ingo Weller
9 What are we isolating? Why human capital-based competitive advantage
may not be so much about human capital 157
Ben Campbell and David Kryscynski
Commentary Chapters
10 Retaining valued human capital: a commentary on the role of
firm-specificity as a mobility constraint 169
John E. Delery and Dorothea Roumpi
11 Human resource management strategy and practice: from individual
motivation to dynamic capabilities 183
David Lewin and David J. Teece
PART IV COMPLEMENTARITIES: HUMAN AND SOCIAL CAPITAL
Starting Point Chapters
12 How employees can better solve customer problems: a use value approach
to human and social capital 199
Shad Morris and Scott Snell
13 Social capital and human capital co-emergence: a socialized view of
emergent human capital resources 215
Alia Crocker
Commentary Chapters
14 The missing construct in strategic human capital research: humans 236
Patrick M. Wright and Spenser M. Essman
15 Agonistic relations, social capital, and (dis)complementarity in the
emergence of human capital resources 245
Rhett A. Brymer and Michael A. Hitt
ACTUATING HCRS
PART V BUILDING SHCRS: HIRING AND ACQUIRING
Starting Point Chapters
16 Building human capital resources: hiring and acquiring 259
Rebecca R. Kehoe and F. Scott Bentley
17 Getting access to strategic human capital resources: a multiple strategic
factor market approach 281
Arnaldo Camuffo and Federica De Stefano
Commentary Chapter
18 Towards a human-capital resource-based theory of the firm 307
Alison Mackey and Jay B. Barney
PART VI MOBILIZING STRATEGIC HUMAN CAPITAL RESOURCES:
TEAMS
Starting Point Chapters
19 Team motivation and goal (mis)alignment: the missing link in human
capital resources research 315
Christopher O. L. H. Porter, Brittney Amber, and Ernie Wang
20 Mobilizing human capital to manage negative events 338
Y. Sekou Bermiss and Samantha Darnell
Commentary Chapters
21 The vital role of teams in the mobilization of strategic human capital
resources 354
Robert E. Ployhart and Gilad Chen
22 Organizational crisis: the need for transformative boards and top
management teams 370
Margarethe Wiersema
PART VII COMPENSATING STRATEGIC HUMAN CAPITAL
RESOURCES: INCENTIVES
Starting Point Chapters
23 A pay system model for turning human capital resources into action 384
Anthony J. Nyberg and Greg Reilly
24 Strategic compensation: a critique and research agenda 403
Ian Larkin
Commentary Chapters
25 Commentary on Larkin and Nyberg and Reilly 425
Barry Gerhart
26 (Unavoidable) dynamics in incentive design 434
Tomasz Obloj and Todd Zenger
PART VIII KEEPING STRATEGIC HUMAN CAPITAL RESOURCES:
MOBILITY
Starting Point Chapters
27 Keeping strategic human capital resources: mobility 447
John P. Hausknecht
28 Retention is not a strategic imperative: on the pros and cons of
employee turnover 458
Christopher I. Rider and David Tan
Commentary Chapters
29 A commentary on “Keeping strategic human capital resources: mobility” 472
Matthew Bidwell
30 Human enterprise 482
Rajshree Agarwal
CONCLUSION
31 Human capital resources: a convergence of questions but divergence
of answers 502
Anthony J. Nyberg, Robert E. Ployhart, and Thomas P. Moliterno
Index 513
