Session 14

Typologies of Human Capital and Strategy

Track L

Date: Monday, October 5, 2015


Time: 08:00 – 09:15


Room: Governor's Square 12

Session Chair:

  • Timothy Gubler, University of California-Riverside

Title: Configurations of Human, Social, and Financial Capital as Predictors of New Venture Success


  • Mark Mallon, Old Dominion University
  • Stephen Lanivich, Old Dominion University
  • Ryan Klinger, Old Dominion University

Abstract: Existing theory of entrepreneurial success lacks consensus regarding how combinations of human, social, and financial capital affect new venture performance. One reason for this gap may be the overwhelming use of linear methods to test the causal relationships of independent variables that are highly interrelated. Focusing on both high and low-technology firms, we address this theoretical and methodological quandary by using a set-theoretic approach to determine which combinations of human, social, and financial capital are necessary and/or sufficient for new venture success.

Title: Impact of Firm-Specific and Industry-Specific Human Capital on Individual Mobility


  • Muntakim Choudhury, University of Massachusetts-Amherst
  • Thomas P. Moliterno, University of Massachusetts, Amherst
  • Rory Eckardt, Binghamton University

Abstract: Firm-specific human capital has long been held to be a source of competitive advantage as it constrains employee mobility. However, current research suggests that an individual’s prior firm-specific investments may actually signal value to hiring firms, and thus increase the likelihood of employees leaving their current firms. Current research also suggests that valuable industry-specific human capital may be co-developed with firm-specific human capital and may also increase an employee’s value to other firms operating in the same industry. In an empirical analysis of career mobility for Player Scouts in Major League Baseball, our preliminary findings show that firm-specific human capital increases the likelihood of an incumbent leaving the current organization to work for another at a higher position than his/her prior one.

Title: Three Types of Human Capital: Complements in Explaining Organizational Performance Differences in a Healthcare Setting


  • Barclay Burns, University of Utah
  • Michael Hendron, Brigham Young University
  • Jay Barney, University of Utah
  • Matt Katzenbach, University of Utah

Abstract: There is ongoing interest in the relationships between various types of human capital and organizational performance. At least three kinds of human capital have been identified in prior work: individual human capital—the knowledge, skills, and abilities of individuals within a firm—relational capital—the quality of relationships between specific individuals associated with an organization—and team capital—the quality of relations among groups of individuals within a firm. This paper examines the interactions among these three types of human capital in terms of their impact on several dimensions of organizational performance in the context of medical clinics. Results suggest that these types of human capital have complementary impacts on important measures of organizational performance.

Title: When Human Capital Becomes Strategic: Differentiated Human Capital, Specialization, and Firm Performance


  • Timothy Gubler, University of California-Riverside
  • Ryan Cooper, University of Maryland, College Park

Abstract: We bridge the individual and collective level to explore how the value of human capital resources to the firm is influenced by specialization and differentiation of individual-level human capital. We argue these dimensions are important to understanding the value of human capital to the firm and to predicting employee turnover. Using a unique dataset of real estate agents and brokerages in Utah for 1997-2014, we measure human capital specialization and differentiation based on geographic focus. We find that while specialized human capital positively impacts firm performance, differentiation negatively impacts it and leads to increased probability of turnover. These results suggest firms should develop and acquire specialized human capital closely related to human capital already in the firm to improve performance.

All Sessions in Track L...

Sun: 08:00 – 09:15
Session 287: Strategic Human Capital in a Global Market
Sun: 09:45 – 11:00
Session 289: Seeing the Future in the Recent Past: Predicting Seminal Work
Sun: 11:15 – 12:30
Session 288: Strategy Microfoundations and Human Capital: What Have We Learned?
Sun: 16:15 – 17:30
Session 13: Employee Mobility: Barriers and Enablers
Sun: 17:45 – 00:00
Session 321: Strategic Human Capital Business Meeting
Mon: 08:00 – 09:15
Session 14: Typologies of Human Capital and Strategy
Mon: 11:15 – 12:30
Session 15: Human Capital, Company Networks, and Reputation
Session 204: Acquiring human capital: Process and outcomes
Mon: 13:45 – 15:00
Session 16: Human Capital and Innovation
Tue: 08:00 – 09:15
Session 18: Human Capital Architectures
Tue: 11:00 – 12:15
Session 19: Motivating and Governing Human Capital
Tue: 14:15 – 15:30
Session 20: New Frontiers in Human Capital Research
Tue: 15:45 – 17:00
Session 17: Human Capital and Entrepreneurship
Tue: 17:30 – 18:45
Session 21: Revisiting Theory in Strategic Human Capital Research

Strategic Management Society