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Handbook of Research on Strategic Human Capital Resources

Edited by Anthony J. Nyberg, Distinguished Moore Fellow, Darla Moore School of Business, University of South Carolina and Thomas P. Moliterno, Rochester Professor and Earl W. Stafford Professor of Entrepreneurial Studies, Isenberg School of Management, University of Massachusetts Amherst, US
Strategic human capital resource is 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.
Extent: c 584 pp
Hardback Price: $315.00 Web: $283.50
Publication Date: December 2019
ISBN: 978 1 78811 668 8
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  • Business and Management
  • Human Resource Management
  • Strategic Management
Strategic human capital resource is 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-one prominent Strategy, OB, HRM, and OT researchers who share a scholarly interest in human capital resources (HCR). 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 HCR research, 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   
Contents:

Introduction:Strategic Human Capital Resources: A Brief History, Construct Definition, and Introduction to the Volume
Thomas P. Moliterno and Anthony J. Nyberg

Conceptualizing HCRs
Part I Value creation and value capture: Rents
1. Setting Base Pay Rates: Integrating Compensation Practice with Human Capital Value Creation and Value Capture
Samantha A. Conroy

2. Rents from Human Capital Complementarities: A Relational View of Value Creation and Value Capture
Flore Bridoux and J.W. Stoelhorst

3. Commentary on “Setting Base Pay Rates: Integrating Compensation Practice with Human Capital Value Creation and Value Capture”
Russell Coff and Clint Chadwick

4. Commentary on “Rents from Human Capital Complementarities: A Relational View of Value Creation and Value Capture”
Clint Chadwick and Russell Coff

Part II Multilevel approaches: Emergence
5. Human Capital Resource Emergence: Theoretical and Methodological Clarifications and a Path Forward
Rory Eckardt and Kaifeng Jiang

6. Human Capital Resource Emergence: Reflections, Insights, and Recommendations
Steve W. J. Kozlowski

7.Human Capital Resource Emergence: A Commentary
Albert A. Cannella, Jr. and Valerie A. Sy

Part III Isolating mechanisms: Firm-specificity
8. Specific Human Capital: A Matching Perspective
Ingo Weller

9. What are we Isolating: Why Human Capital-Based Competitive Advantage may Not be so Much About Human Capital
Ben Campbell and David Kryscynski

10. Retaining Valued Human Capital: A Commentary on the Role of Firm-Specificity as a Mobility Constraint
John E. Delery and Dorothea Roumpi

11. Human Resource Management Strategy and Practice: From Individual Motivation to Dynamic Capabilities
David Lewin and David J. Teece

Part IV Complementarities: Human and social capital
12. How Employees can Better Solve Customer Problems: A Use Value Approach to Human and Social Capital
Shad Morris and Scott Snell

13. Social Capital and Human Capital Co-emergence: A Socialized View of Emergent Human Capital Resources
Alia Crocker

14. The Missing Construct in Strategic Human Capital Research: Humans
Patrick M. Wright and Spenser M. Essman

15. Agonistic Relations, Social Capital, and (Dis)Complementarity in the Emergence of Human Capital Resources
Rhett A. Brymer and Michael A. Hitt

Part V Building SHCRs: Hiring and acquiring
16. Building Human Capital Resources: Hiring and Acquiring
Rebecca R. Kehoe and F. Scott Bentley

17. Getting Access to Strategic Human Capital Resources: A multiple strategic factor market approach
Arnaldo Camuffo and Federica De Stefano

18. In Memoriam: David P. Lepak

19. Towards a Human-Capital Resource Based Theory of the Firm
Alison Mackey and Jay B. Barney

Part VI Mobilizing Strategic Human Capital Resources: Teams
20. Team Motivation and Goal (Mis)Alignment: The Missing Link in Human Capital Resources Research
Christopher O. L. H. Porter, Brittney Amber, and Ernie Wang

21. Mobilizing Human Capital to Manage Negative Events
Y. Sekou Bermiss and Samantha Darnell

22. The Vital Role of Teams in the Mobilization of Strategic Human Capital Resources
Robert E. Ployhart and Gilad Chen

23. Organizational Crisis: The Need for Transformative Boards and Top Management Teams
Margarethe Wiersema

Part VII Compensating strategic human capital resources: Incentives
24. A Pay System Model for Turning Human Capital Resources into Action
Anthony J. Nyberg and Greg Reilly

25. Strategic Compensation: A Critique and Research Agenda
Ian Larkin

26. Commentary on Larkin and Nyberg and Reilly
Barry Gerhart

27. (Unavoidable) Dynamics in Incentive Design
Tomasz Obloj and Todd Zenger

Part VIII Keeping strategic human capital resources: Mobility
28. Keeping Strategic Human Capital Resources: Mobility
John P. Hausknecht

29. Retention is Not a Strategic Imperative: On the Pros and Cons of Employee Turnover
Christopher I. Rider and David Tan

30. A Commentary on Keeping Strategic Human Capital Resources: Mobility
Matthew Bidwell

31. Human Enterprise
Rajshree Agarwal

Conclusion
32. Human Capital Resources: A Convergence of Questions but Divergence of Answers
Anthony J. Nyberg, Robert E. Ployhart, and Thomas P. Moliterno

Index