Session 18

Human Capital Architectures

Track L

Date: Tuesday, October 6, 2015

 

Time: 08:00 – 09:15

Paper

Room: Governor's Square 16


Session Chair:

  • Amit Jain Chauradia, Indian School of Business

Title: A Longitudinal Examination of the Consequences of Temporary Hiring on Individual Voluntary Turnover

Authors

  • Rocio Bonet, IE Business School
  • Marta Elvira, IESE Business School
  • Stefano Visintin, University of Amsterdam

Abstract: We investigate the effects of temporary hiring on voluntary turnover of permanent employees, considering both the effects of using a mixed workforce and the effects of increasing the use of temporaries. We examine our hypotheses using a longitudinal dataset of about 600 companies with monthly detailed information on hiring, firing, and voluntary turnover besides employee education and experience. We find the level of temporary workers and the increase in the use of temporary workers to be positively related to permanent employees’ turnover, particularly when hiring temporaries comes after downsizing in the organization. We find these effects to be driven by the use of higher- skilled temporary workers. Firms should be cautious when hiring temps as it may lead to unintended loss of high-skilled permanent workers.

Title: Collective Turnover and Unit Performance: Do Temporary Workers Matter?

Authors

  • Federica De Stefano, Bocconi University
  • Rocio Bonet, IE Business School
  • Arnaldo Camuffo, Bocconi University

Abstract: The goal of this study is to investigate the performance consequences of turnover of employees with different contractual arrangements. Using an original and unique longitudinal data-set from the world’s leading provider of food & beverage and retail services for travelers, we investigate the turnover-performance relationship focusing on both the quantity and the quality dimensions of collective turnover. In qualifying turnover, we consider the employment arrangements (i.e. permanent or temporary contracts) of the departing employee as a main driver of different performance consequences. We argue that the effects of losing employees with different employment arrangements will vary with the tenure and the knowledge, skills and abilities (KSAs) of the departing employees.

Title: Strategic Human Resource Management, Human Capital, and Competitive Advantage: Exploring the Conceptual Logic

Authors

  • John Delery, University of Arkansas
  • Dorothea Roumpi, University of Arkansas

Abstract: During the past 30 years of Strategic Human Resource Management literature, the conceptual and empirical papers along with the meta–analytical studies explicating the role of the management of people within firms have offered compelling evidence for the Human Resource Management practices–firm outcomes relationship. Much of this work, however, has been deficient in exploring why and how such a relationship is possible in a competitive environment. Campbell et al. (2012) attempted to provide a framework to better understand how different types of human capital under the right market conditions might serve as a source of competitive advantage. This paper extends that work to identify how elements of a high performance work system might create the market conditions to make human capital a source of competitive advantage.

Title: When Do Firms Invest in Developing Rookies?

Authors

  • Amit Jain Chauradia, Indian School of Business

Abstract: Firms must often decide how to augment their human capital in order to seek competitive advantages. Two predominant options are either to build which entails hiring novice employees and developing them inside the firm or acquire in which experienced employees are hired from other firms and then integrated into the firm. Recent trends suggest that firms are pursuing both options in order to have some mix and balance of both strategies without necessarily considering the tradeoffs. In this paper, we analyze firms that pursue both strategies, and then investigate when their attributes can inform effective governance of one strategy vis-à-vis the other. Our main empirical results suggest that a firm possessing slack resources is more likely to pursue building relative to acquiring strategies.

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

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