Description
Book SynopsisStrategic 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.
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
Table of ContentsContents: 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
