Theory at both the micro and macro level predicts that investments in superior human capital generate better firm-level performance. However, human capital takes time and money to develop or acquire, which potentially offsets its positive benefits. Indeed, extant tests appear equivocal regarding its impact. To clarify what is known, we meta-analyzed effects drawn from 66 studies of the human capital-firm performance relationship and investigated 3 moderators suggested by resource-based theory. We found that human capital relates strongly to performance, especially when the human capital in question is not readily tradable in labor markets and when researchers use operational performance measures that are not subject to profit appropriation. Our results suggest that managers should invest in programs that increase and retain firm-specific human capital.

Resource-based theory (RBT) has emerged as a key perspective guiding inquiry into the determinants of organizational performance. Since the early 1990s, numerous studies have examined RBT's assertion that the extent to which organizations possess strategic resources is positively related to performance. Although many studies appear to support this assertion, there is no consensus regarding how strongly strategic resources relate to performance. To help resolve this issue, we meta-analyze 125 studies of RBT that collectively encompass over 29,000 organizations. Our conservative estimate is that the effect size of the strategic resources-performance relationship is r c = 0 .22 . Moderator tests suggest that the resources-performance link is stronger (1) when resources meet the criteria laid out in RBT and (2) for those performance measures that are not affected by potential value appropriation. When resources meet RBT's criteria and when performance measures are not affected by potential appropriation, the strength of the relationship grows to r c = 0 .29 . This suggests that the identification, development, and distribution of value from strategic resources should be a primary consideration for scholars, managers, and shareholders.

The authors investigated the individual characteristic of political skill and its relation to 5 different career-related outcomes (total compensation, promotions, career satisfaction, life satisfaction, and perceived external job mobility). They examined data obtained from a sample of 191 employees working a wide range of occupations. The results reveal that political skill is associated with 4 of the 5 outcomes. In addition, they examined the 4 dimensions of political skill and found that the networking ability dimension dominates the relations with the examined outcomes. The authors discuss practical implications, limitations, and directions for future research.

Purpose -The purpose of this paper is to provide a foundation for future research pertaining to establishing the distinctness of the sport industry from an employee psychology perspective. Design/methodology/approach -This conceptual paper is rooted in social identity theory which maintains that certain levels of self-esteem and psychological fulfillment can be derived from one's membership in particular groups. The authors have developed a model of positive social identity in sport organizations that details the benefits and consequences of psychological fulfillment related to employment in the sport industry. Findings -Within the proposed model, the paper outlines how particular elements of social identity derived from one's employment in sport may play an active role in particular job attitudes by enhancing the employee's self-esteem and contributing to overall self-evaluation. It further explains how social identity in the workplace may influence individual outcomes such as organizational citizenship, commitment, satisfaction, and job involvement, depending on the strength of the attitude. The elements of the model are explored and future research directions are given. Originality/value -A key question to be addressed is whether or not sport is a distinct context within which to apply management theory. This paper proposes a conceptual model and research agenda surrounding the idea that one critical area of distinction may be the psychology of employees.

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