Bundling Human Capital With Organizational Context: The Impact of International Assignment Experience on Multinational Firm Performance and Ceo Pay.

Carpenter, Mason A.; Sanders, Wm. Gerard; Gregersen, Hal B.

doi:10.2307/3069366

Cited by 669 publications

(518 citation statements)

References 62 publications

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“…-"INEDs' directorships", number of positions previously held as director in other companies, as INEDs with many directorships will have a strong expertise that will help him/her in performing better his/her activity, hence s(he) will be paid more (Carpenter, Sanders & Gregersen, 2001). …”

Section: Control Variablesmentioning

confidence: 99%

The remuneration of independent directors in the UK and Italy: An empirical analysis based on agency theory

Mallin

Melis

Gaia

2015

International Business Review

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This study investigates independent non-executive directors' remuneration from an agency theory perspective, taking into account both optimal contracting and managerial power perspectives. Using a sample of 1733 independent non-executive directors' year observations in Italian and UK non-financial firms listed in the period 2007-2009, we find that in both countries independent non-executive directors' remuneration is mainly based on the observable effort they exert and their responsibilities. Our findings also show that independent non-executive directors who do not fulfil formal independence criteria, as stated in the respective national corporate governance codes, seem to be paid more than those who do fulfil such criteria, particularly in the UK.Our findings contribute to the existing literature by providing evidence on the determinants of independent non-executive directors' remuneration in two major European economies and offer insights to policy-makers by questioning the effectiveness of adopting non-binding criteria when assessing non-executive directors' independence.

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Section: Control Variablesmentioning

confidence: 99%

The remuneration of independent directors in the UK and Italy: An empirical analysis based on agency theory

Mallin

Melis

Gaia

2015

International Business Review

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“…The current strategic IHRM literature strongly alludes to the importance of integration and being able to organize heterogeneous resources in a way that is difficult for competitors to imitate. The assumption here is that heterogeneity and immobility of resources creates greater performance or rents arising from scarcity-Ricardian rents (cf., Carpenter, Sanders, Gregersen, 2001). In essence, Ricardian rents can be rooted in the cross-border integration of various HR practices.…”

Section: Implications For Research and Theorymentioning

confidence: 99%

“…Rather than rents arising from scarcity, the creation capability perspective emphasizes rents arising from market discontinuities-Schumpeterian rents (cf., Carpenter et al, 2001). Schumpeterian rents derive from a firm's ability to exploit or leverage resources to address changing environments (Teece et al, 1997;Amit & Schoemaker, 1993).…”

Section: Implications For Research and Theorymentioning

confidence: 99%

A Resource-Based View of International Human Resources: Toward a Framework of Integrative and Creative Capabilities

Morris¹,

Snell²,

Wright³

2006

Handbook of Research in International Human Resource Management

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Drawing on organizational learning and MNC perspectives, we extend the resource-based view to address how international human resource management provides sustainable competitive advantage. We develop a framework that emphasizes and extends traditional assumptions of the resource-based view by identifying the learning capabilities necessary for a complex and changing global environment. These capabilities address how MNCs might both create new HR practices in response to local environments and integrate existing HR practices from other parts of the firm (affiliates, regional headquarters, and global headquarters). In an effort to understand the nature of such capabilities, we discuss aspects of human capital, social capital, and organizational capital that might be linked to their development.

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“…Company employees embody the valuable human capital that should produce a higher return (Sherer, 1995). Carpenter et al (2001) find firms that develop human capital will benefit through multinational firm performance. Skaggs and Youndt (2004) discuss combining strategic and human capital, and examine how the interaction impacts organization performance.…”

Section: Review Of Literaturementioning

confidence: 99%

The Effect of Human Resources Input in Enterprise Management in Taiwan

Huang¹,

Su²,

Lin³

2015

IJEF

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This paper adopts the multiple regimes model to analyze the relations among intangible assets, firm growth and enterprise risk in Taiwan-listed companies. In contrast to previous studies, this paper calculates an indicator of human capital's excess value to examine whether the human resources allocation difference influences enterprise risk in accordance with Pantzalis and Park (2009). Our results show that there is a significant asymmetric non-linear relation between human resources and enterprise risk. We find that size and the M/B ratio exhibit a multiple threshold effect with enterprise risk. When the firm is large and has a high M/B ratio, there is a significant negative relationship between human resources and enterprise risk; however, this link does not occur with small firms. Finally, the enterprise risk is positively associated with research and development expenses. In summary, the phenomenon may be attributed to the efficiency of innovation.

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Bundling Human Capital With Organizational Context: The Impact of International Assignment Experience on Multinational Firm Performance and Ceo Pay.

Cited by 669 publications

References 62 publications

The remuneration of independent directors in the UK and Italy: An empirical analysis based on agency theory

The remuneration of independent directors in the UK and Italy: An empirical analysis based on agency theory

A Resource-Based View of International Human Resources: Toward a Framework of Integrative and Creative Capabilities

The Effect of Human Resources Input in Enterprise Management in Taiwan

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