Emergence of the Human Capital Resource: A Multilevel Model

Ployhart, Robert E.; Moliterno, Thomas P.

doi:10.5465/amr.2009.0318

Cited by 878 publications

(1,074 citation statements)

References 101 publications

Supporting

Mentioning

1,010

Contrasting

Unclassified

Order By: Relevance

“…Grounded on the resource-based perspective, we suggest that attracting and retaining human capital (Ployhart, 2004) can offer a strategic advantage for companies (Ployhart & Moliterno, 2011). Studies have shown that human resources management policies, many of which are now listed as I-CSR standards, can foster performance and bring about improved results at the organizational level (Aguilera et al, 2007;Cooper & Wagman, 2009;Van der Laan et al, 2008).…”

Section: Hypothesesmentioning

confidence: 97%

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Cavazotte¹,

Chang²

2016

BAR, Braz. Adm. Rev.

View full text Add to dashboard Cite

Research on the relationship between social responsibility and the financial performance of companies has yielded ambivalent results. Since investments on different areas of social responsibility can promote distinct outcomes, in this study we focus on internal corporate social responsibility (I-CSR), that is, investments on employees. The objective of the study is to verify if outlays on I-CSR affect organizational performance. We analyzed financial information from companies listed in the São Paulo Stock Exchange, and their social balance sheets filled with the Brazilian Institute of Social and Economic Analysis between 2001 and 2007, applying Two-Stage Least Squares (2SLS) equation model to minimize endogeneity and reverse causality problems. The results indicate that overall I-CSR was associated with revenue contemporarily, one and two years after the investments. Corporate outlays on healthcare, pension plans, employee education and profit-sharing all had positive effects on revenue in the years that followed such investments.

show abstract

Section: Hypothesesmentioning

confidence: 97%

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Cavazotte¹,

Chang²

2016

BAR, Braz. Adm. Rev.

View full text Add to dashboard Cite

show abstract

“…We aggregated these individual-level pitcher wins and batter/fielder wins scores to the team level to provide an index of the quality of the team's human capital. We conceptualize human capital quality as a configural team property that captures the collective Bcan do^capa-bilities and Bwill do^motivational orientations of the team (Ployhart and Moliterno 2011). In team composition research, collective compositional characteristics are often most strongly related to performance outcomes when operationalized using the team-level mean, which provides a comprehensive representation of the distribution of composition characteristics among members (Bell 2007).…”

Section: Methodsmentioning

confidence: 99%

“…Those characteristics that enable a team to succeed in achieving its collective goals become a property of the unit through emergence enabling processes whereby members form relationships, exchange information, and coordinate efforts commensurate with workflow structures, member interdependences, pacing requirements, and the dynamic nature of the task environment (Ployhart and Moliterno 2011). Kozlowski and Klein (2000) distinguished between two forms of emergence through which individual-level properties manifest as unit-level properties.…”

Section: Team Leader Change and Human Capitalmentioning

confidence: 99%

“…More specifically, human capital is Ba unit-level resource that is created from the emergence of individuals' knowledge, skills, abilities, and other characteristics [KSAOs]^ (Ployhart and Moliterno 2011, p. 128). Some of these KSAOs are considered to be generic sources of human capital that have generalizable implications for success across situations while other KSAOs are context specific and critical to building a sustainable competitive advantage for the unit (Barney and Wright 1998;Ployhart and Moliterno 2011;.…”

Section: Team Leader Change and Human Capitalmentioning

confidence: 99%

See 1 more Smart Citation

Ch-Ch-Ch-changes: How Action Phase Functional Leadership, Team Human Capital, and Interim vs. Permanent Leader Status Impact Post-transition Team Performance

et al. 2017

View full text Add to dashboard Cite

“…In less developed economies, financial constraints due to insufficient internal savings and strong discrimination against small firms on credit markets impede growth [Song et al, 2011] and should not be ignored. The same comment is relevant to capital adjustment costs that are important in some contexts [Foster et al, 2012] and to human capital resources [Ployhart, Moliterno, 2011]. We suppose that in developing economies such as Russia, supply-side determinants of growth, which are reflected in SME directors' perceptions of optimal scale, must be considered.…”

Section: Determinants and Patterns Of Sme Growth: The Russian Contextmentioning

confidence: 99%

Suboptimal Size: Factors Preventing the Growth of Russian Small and Medium-Sized Enterprises

Golikova

Kuznetsov²

2017

Foresight and STI

View full text Add to dashboard Cite

T he Russian manufacturing sector has an underdeveloped SME sector both in terms of employment and contributions to GDP in comparison with other economies, with evident signs of stagnation over the past few decades. However, little is known about the capacity of SME sector, i.e., the opportunities to grow and thus exploit the benefits reaped from economies of scale. This paper attempts to estimate the impact of internal and external factors on a firm's competitiveness in the context of optimal enterprise size.The main conclusion is that that the satisfaction of Russian SME managers has been increasing due to factors such as the sufficient supply of qualified personnel, modern infrastructure, developed partnerships, the expansion Кeywords: small and medium enterprises; scale of business; determinants of growth; barriers to growth; Russia.of the geographical scope of available markets and favorable institutional conditions for entrepreneurship. In contrast, serious constraints to SME growth in Russia discourage entrepreneurs and lead to poor decisions by managers such as exploiting shadow schemes, leaving the market or growth in the form of nominally independent firms under the informal "umbrella" of one owner. Formidable bureaucratic barriers and significant transactional costs increase the vulnerability of small businesses to administrative pressure. In order to survive and remain on the market, Russian companies have to adapt to the existing institutional environment, and must be larger compared to their counterparts in developed economies.

show abstract

Emergence of the Human Capital Resource: A Multilevel Model

Abstract: A balancing act: How organizations pursue consistency in routine functioning in the face of ongoing change.

Cited by 878 publications

References 101 publications

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Ch-Ch-Ch-changes: How Action Phase Functional Leadership, Team Human Capital, and Interim vs. Permanent Leader Status Impact Post-transition Team Performance

Suboptimal Size: Factors Preventing the Growth of Russian Small and Medium-Sized Enterprises

Contact Info

Product

Resources

About