Deploying Human Capital Resources: Accentuating Effects of Situational Alignment and Social Capital Resources

Wolfson, Mikhail A.; Mathieu, John E.

doi:10.5465/amj.2019.0500

Cited by 21 publications

(40 citation statements)

References 63 publications

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“…Coordinative complexity should be influenced by all three contextual dimensions. Munificence, and primarily the interconnectedness among resources, contributes to greater coordinative complexity (Wolfson & Mathieu, 2020). For example, Kor and Leblebici (2005) found that firms faced performance problems when attempting to pursue multiple strategies concurrently, because the resources necessary to engage in both created coordination challenges.…”

Section: Effects Of Context On Team Tasksmentioning

confidence: 99%

“…Resource complementarities are important because resources may be combined in ways that create synergies where the combination is greater than the sum of the parts. In this manner, resource complementarities can change the overall portfolio of resources in the external team context, which may in turn influence how teams structure themselves (Choi, 2002; Wolfson & Mathieu, 2020).…”

Section: A Theoretical Framework For External Team Contextsmentioning

confidence: 99%

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A review and theoretical framework for understanding external team contexts.

Ployhart¹,

Schepker²,

McFarland³

2022

Journal of Applied Psychology

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This paper introduces a theoretical framework intended to define the nature, structure, and function of external team contexts. The external team context is defined as the resources, stimuli, elements, and features that are part of a broader multilevel system but exist outside the team’s boundaries and that influence (and are influenced by) the team in temporally dynamic ways. The proposed framework seeks to understand all such contexts in terms of three continuous dimensions. First, munificence is the portfolio of resources that exist in the external team context and is composed of the quantity, quality, and interconnectedness of resources. Second, temporal dynamism is the manner in which resources in the external team context change over time and is composed of valence, rate of change, and continuity. Third, spatial variability is the span of levels at which resources exist within the broader system and is composed of origins, systemic distance, and bond strength. Contextual complexity is thus a function of munificence, temporal dynamism, and spatial variability. The framework posits that nearly all discrete contextual stimuli, events, and features can be understood in terms of these dimensions and subdimensions. In doing so, the framework integrates and reconciles several diverse strands of research, spanning different levels and disciplines, in a way that is parsimonious, precise, and falsifiable. The framework offers many insights for theory, empirical research, and practice and helps complement and advance existing theories and frameworks. A preliminary measure of context is also provided to help researchers apply and test the framework.

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Section: Effects Of Context On Team Tasksmentioning

confidence: 99%

Section: A Theoretical Framework For External Team Contextsmentioning

confidence: 99%

A review and theoretical framework for understanding external team contexts.

Ployhart¹,

Schepker²,

McFarland³

2022

Journal of Applied Psychology

View full text Add to dashboard Cite

show abstract

“…Intellectual capital is regarded as a resource of organizational knowledge and the collection of all the knowledge in organizations by prior studies ( Youndt and Snell, 2004 ; Youndt et al, 2004 ). Subramaniam and Youndt (2005) suggested that human capital and social capital are two primary aspects of intellectual capital, and there is a significant synergistic effect between them ( Mosey and Wright, 2007 ; Wolfson and Mathieu, 2020 ). Specifically, the diverse thoughts and ideas resulting from human capital enable firms to facilitate social capital, and the potential of social capital, in turn, can link these ideas to make unusual and unpredictable combinations, and thus intensify the benefits of human capital ( Hollenbeck and Jamieson, 2015 ).…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

“…They can be transformed into other forms of resources under the conditions of organizational engagement, motivational antecedent, and organizational capability ( Liu, 2013 ; Bornaybarrachina et al, 2017 ). Yet, although previous research has shown the developmental value of human and social capital ( Chisholm and Nielsen, 2009 ; Tasheva and Hillman, 2019 ; Weller et al, 2019 ; Wolfson and Mathieu, 2020 ), several important limitations remain to be addressed ( Sophie and Luc, 2010 ; Akhavan and Hosseini, 2016 ). There have been two contradicting theoretical claims, compensatory or complementary, regarding the linkage between human and social capital.…”

Section: Introductionmentioning

confidence: 99%

Effects of Human-Social Capital Congruence and Environmental Dynamism on Dynamic of Encouragement and Organizational Innovation in New Ventures

Cai

2022

Front. Psychol.

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Although human capital and social capital can provide knowledge and social network for organizations, existing studies are inadequate to explore how the interaction between the two types of capital shapes organizational behaviors or organizational outcomes. The present study investigates whether the linkage of human capital to social capital was compensatory or complementary, and how they impact organizational innovation in consideration of the dynamic of encouragement. Using data from more than 200 technological new ventures in China, we analyze the associations among all the parameters through bootstrapping and response surface methods. The findings suggest that organizational innovation is stronger when human and social capital are congruent and that the dynamic of encouragement fully mediates the relationship between capital congruence and organizational innovation performance. Furthermore, environmental dynamism positively moderates the relationship between capital congruence and the dynamic of the environment, that is, the relationship is stronger for new ventures in high rather than low dynamic environments. Finally, the theoretical and managerial implications of this study are discussed.

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“…Separate streams of research, but largely disconnected from research on spirituality, have examined the extent to which organizations develop different kinds of capital, such as human capital and social capital as a socially complex and inimitable resource (e.g., Hitt and Ireland, 2002; Wolfson and Mathieu, 2020). Human capital refers to the stock of generic and specific knowledge, skills and capabilities that an organization strategically invests in and can draw upon to improve organizational performance (Fernández et al, 2000; Lepak and Snell, 2002; Ployhart and Moliterno, 2011; Stokes et al, 2016; Manuti et al, 2017; Methot et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

The Light and the Dark of Mindful Social Capital: Right Mindfulness and Social Capital Development

Burton

2020

European Management Review

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Despite the literatures on spirituality and social capital development remaining largely disconnected, we address how right mindfulness encourages organizational-level social capital. We connect the philosophical foundations of 'right mindfulness' to bonding and bridging social capital, and the structural, relational and cognitive dimensions of social capital. We conclude that a skilful approach to right mindfulness, coupled with organizational learning heuristics, has much to offer the conversation on social capital development, and yet its potential has not been fully recognized. Despite this promise, we draw attention to a 'dark side' to the co-optation by organizations of mindfulness practices and draw some further boundary conditions. We argue that a secular interpretation of right mindfulness limits its potential in organizational contexts. We conclude with managerial implications and pathways for future research.

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Deploying Human Capital Resources: Accentuating Effects of Situational Alignment and Social Capital Resources

Cited by 21 publications

References 63 publications

A review and theoretical framework for understanding external team contexts.

A review and theoretical framework for understanding external team contexts.

Effects of Human-Social Capital Congruence and Environmental Dynamism on Dynamic of Encouragement and Organizational Innovation in New Ventures

The Light and the Dark of Mindful Social Capital: Right Mindfulness and Social Capital Development

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