Human Capital Acquisition and Organizational Innovation: A Temporal Perspective

Wang, Taiyuan; Zatzick, Christopher D.

doi:10.5465/amj.2017.0114

Cited by 82 publications

(70 citation statements)

References 70 publications

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“…In light of measuring organizational new hiring, the measurement scale was adopted from the work of Wang and Zatzick (2019) The measurement assessed the rate of hiring as well as patterns of hiring.…”

Section: Organizational New Hiringmentioning

confidence: 99%

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The Impact of Research and Development and Professional New Hiring on Organizational Innovation

Boadi

Kwakyewaa²,

Olivier³

et al. 2020

HRR

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Organizational innovation is highly dependent on the inflow of relevant information and proper integration of this information in the operational processes for a process, product and service innovation. Employee engagement and social connectedness of employees have been cited as key methodologies of integrating new information from research and development and professional new hiring. The study investigated the impact of research and development and professional new hiring on organizational innovation jointly mediated by employee Human Resource Research 47 engagement and social connectedness. A structural equation model was adopted for the study. The estimator adopted in testing the hypothetical model and the hypothesis was a maximum likelihood. A comparative analysis of the single mediating and the joint mediating of employee engagement and social connectedness was conducted. The results indicated that professional new hiring and research and development activities have a statistically significant indirect effect on organizational innovation through a joint mediation of social connectedness and employee engagement. The threshold for the model fitness was satisfied. The study, based on the findings on both the decomposed and final model, concludes that employee engagement and social connectedness jointly influence the relationship between the research and development and professional new hiring on organizational innovation better than the single mediation.

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Section: Organizational New Hiringmentioning

confidence: 99%

“…A well-established concept in organizational learning is the dependence of organizational innovation on newness (Bantel & Jackson, 1989;Wang & Zatzick, 2019). Deductively, the importance of recruiting for new knowledge, skills, ideas, and perspectives is key to innovation.…”

Section: Introductionmentioning

confidence: 99%

The Impact of Research and Development and Professional New Hiring on Organizational Innovation

Boadi

Kwakyewaa²,

Olivier³

et al. 2020

HRR

View full text Add to dashboard Cite

show abstract

“…There is a general consensus that the key elements of human capital include: (a) knowledge, education, and training, (b) expertise and abilities, and (c) behavior and commitment (Martín‐de Castro, ). Human capital also encompasses how effectively an organization uses its people resources as measured by creativity and innovation (Wang & Zatzick, ). Structural capital is the supportive nonphysical infrastructure, processes, and databases of an organization that enables human capital to function (Kong, ). It can be defined as institutionalized knowledge that is codified and residing within and utilized through proprietary software and databases, patents, manuals, structures, systems, routines, processes, and trademarks as well as other intangible organizational value such as organization's image and goodwill (Hooi, ; Subramaniam & Youndt, ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The literature on IC in China can be broken down into three categories: theoretical, KM for innovation, and influence on HRM (see, e.g., Barrena‐Martinez et al, ; Gutierrez‐Gutierrez et al, ; Li & Yu, ; Nason & Wiklund, ; Wang & Zatzick, ). The most recent research conducted by Wang et al () assert that one must start with an understanding of how knowledge is conceptualized in China prior to research being undertaken in the areas of IC or KM.…”

Section: Literature Reviewmentioning

confidence: 99%

Belt‐and‐Road Initiative: Driving the need to understand intellectual capital in Chinese multinational enterprises

Kong

Wei

Swallow

et al. 2019

Thunderbird Intl Bus Rev

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China's Belt‐and‐Road Initiative (BRI) is one of the most ambitious trade and development projects in history which intends to link Chinese multinational enterprises (CMNEs) to the Asian subcontinent, the Middle East, Africa, and Europe through two trade routes, land and sea. The project involves infrastructure development, human knowledge, and international relations to develop trade relationships. Increased competition along the two routes will see other governments taking initiatives to protect the business community in their nations; thus, adding barriers that must be overcome by CMNEs. The success of CMNEs in the BRI relies on the three components—structural, human, and relational—which are the three components of intellectual capital (IC). Through the use of IC CMNEs can assess their strengths and weaknesses. It will be the understanding of these strengths and weaknesses which will drive the success or failure of CMNEs.

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“…The talent war is contested on a variety of fronts, including talent identification, hiring, compensation, motivation and retention. A significant amount of attention has been paid to the challenges of talent identification and hiringwith the assumption that firms cannot compete without bringing in enough talent (Wang & Zatzick, 2018). While the focus on hiring is warranted, we believe leaders must direct equal, if not more, attention to the retention of valuable human capital.…”

Section: Employee Retention: a Persistent Problemmentioning

confidence: 99%

Organizational Transformation through Radical Circles: A Path to Retaining Critical Human Capital

Greenbaum

Shani²,

Verganti³

2019

Proceedings

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Organizational transformation through radical circles:A path to retaining critical human capital Abstract: Developing the inclusive organization continues to represent a key managerial challenge. Retention of diverse human capital through radical circles presents a possible path.Organizational transformation may enable firms to make dramatic and impactful changes to strategy, structure and human capital retention. Empirical data suggests that most corporate transformations do not accomplish their goals. Radical circles -a powerful form of secretive collaboration among rebels -make it easier for leadership to reshape an organization's strategic vision and trigger transformation. The radical circle may also be a highly effective mechanism to bond valuable employees to the organization and prevent impactful employee departures. This study highlights the phenomenon of the radical circle through a variety of illustrative cases.Following the comparison of radical circles to a variety of other transformation processes, we outline the conditions which could lead to successful organizational transformation through radical circles. Finally, we offer guidance for leaders interacting with radical circles and highlight challenges for managers regarding the nurturing of radical circles and generating successful employee retention.

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Human Capital Acquisition and Organizational Innovation: A Temporal Perspective

Cited by 82 publications

References 70 publications

The Impact of Research and Development and Professional New Hiring on Organizational Innovation

The Impact of Research and Development and Professional New Hiring on Organizational Innovation

Belt‐and‐Road Initiative: Driving the need to understand intellectual capital in Chinese multinational enterprises

Organizational Transformation through Radical Circles: A Path to Retaining Critical Human Capital

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