Rethinking Sustained Competitive Advantage from Human Capital

Campbell, Ben; Coff, Russell; Kryscynski, David

doi:10.5465/amr.2010.0276

Cited by 585 publications

(575 citation statements)

References 71 publications

(91 reference statements)

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“…In this case, idiosyncratic resources generated by a company (primarily, human and organizational capital) are not only inexhaustible source of income, but also a basis for an increment of other groups of assets [2], [3]. In other words, the model focused on own asset increments is more prospective for Russian businesses.…”

Section: Discussionmentioning

confidence: 99%

“…The specifics of such technologies is that, first, they require intellectual assets and rest on the human capital. Thus, the countries, able to create conditions for human capital keeping and development will become a centre in the new global economic system [2,3]. At the same time, the conditions of doing business in the developing markets are very different from those in the developed markets.…”

Section: Introductionmentioning

confidence: 99%

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Resource Investment Model in Specifics of Developing Countries

Orekhova¹,

Kuzmin²

2017

Proceedings of the International Conference on Trends of Technologies and Innovations in Economic and Social Studies 2017

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Abstract-The research was aimed at a search for characteristic criteria, using which it is possible to choose resource strategies specific for companies in the developing countries in the context of Russia. At the same time, differences between institutional environments of the developing and developed countries lead to ambiguous conclusions. The critical review of methodological approaches to the research has made it possible to obtain the reasonable evidence for the conclusion that managerial decision-making of the model depends on resource properties, as well as dynamic and structural parameters of the institutional environment (factors). The results, shown in the paper, say that it is necessary to revise the imperative paradigm about significance of the minimization criterion for cumulative costs and the expense ratio. Contrary to the reasonable focus on the accepted model of investment in non-specific assets, businesses in Russia apply the intermediate hybrid model with rigid boundaries and primarily institutional coordination mechanisms.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Resource Investment Model in Specifics of Developing Countries

Orekhova¹,

Kuzmin²

2017

Proceedings of the International Conference on Trends of Technologies and Innovations in Economic and Social Studies 2017

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“…In this context some other theoretical and empirical research developments consider human resources as a company's competitive factor (see : Dyer, 1993;Becker et al, 2001;Huselid, Barnes, 2003;Becker et al, 2009;Huselid, Becker, 2011;Campbell et al, 2012;Stor, 2014a). The main object of interest in those projects is usually a measurable input that is made by HRM to a company as well as correlations between various external and internal HRM configurations that determine value added.…”

Section: The Theoretical Background Of the Studymentioning

confidence: 99%

“…research on the links and degree of coherence between business strategies and particular HRM subfunctions with company results (Beer et al, 1984;Schuler & Jackson 1987;Wright & Snell, 1991; Guest 1997;Chanda, Shen, 2009, Guest et al, 2011Stor, 2011), · behavioral results-e.g. employee attitudes, their engagement, satisfaction, interpersonal relations, creativity (Wright et al, 1994; Nagy, 2002;Schneider, 2003;Farr, Tran, 2008;Rich et al, 2010;Juchnowicz, 2010;Suchodolski, 2014;Juchnowicz, 2014;Sparrow et al, 2016).In this context some other theoretical and empirical research developments consider human resources as a company's competitive factor (see : Dyer, 1993; Becker et al, 2001;Huselid, Barnes, 2003; Becker et al, 2009;Huselid, Becker, 2011;Campbell et al, 2012;Stor, 2014a …”

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confidence: 99%

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The Emerging Outline of Selected HRM Business Practices In MNC In Central Europe – The Empirical Research Findings

Stor

Poór

Szabo

et al. 2016

Journal of Intercultural Management

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Abstract:The main goal of the article is to present some selected research findings on HRM business practices in local subsidiaries of multinational corporations in Central Eu- 106Marzena Stor | József Poór | Katlin Szabo | Agneš Slavić | Monica Zaharie | Renata Machova rope in the after-recovery time from the worldwide economic crisis. The main subjects of interest are these kinds of behaviors, activities and opinions which are exhibited by these organizations in association with the business strategies they follow and as a result of their responses to the global economic changes. The article covers such issues as: generic business strategies, competitive factors, centralization and decentralization of HRM at the corporate and local level, responsibility of decisions, critical areas of HRM, competencies of HRM managers and the importance of HRM knowledge flows. The research was conducted in 2016 and the respondents were asked about their HRM practices in a previous year. The presented research findings come from five countries: Hungary, Poland, Romania, Serbia and Slovakia. Although one of the final inferences says that expanding the formulated conclusions on the whole population would not be valid because of the selection, structure and size of the research sample, the conducted research has some cognitive value, especially that this field of knowledge and practice has been poorly recognized so far.Key words: human resources management, multinational company, strategies, competencies, competitive factors, centralization, decentralization IntroductionThe Central and Eastern European region makes a separate object of research in various kinds of studies, and among them within economic and management sciences to which this article, with its focus on human resources management (HRM), shall be classified. The argument to distinguish such a region is there are significant historical, structural, institutional and configurational differences, along with significant practice differences, in HRM in Central and Eastern Europe (CEE) in contrast to Western Europe. The CEE countries represent a case of a dual transition from centrally planned to market economy and democracy. The dual transition process started with the collapse of the state socialism in the late 1980s and early 1990s, and together with many other macro factors has provided both home and inflowing international companies with very specific external and internal conditions for HRM practices (Listwan et al, 2009 107The Emerging Outline of Selected HRM Business Practices In MNC In Central Europe -The Empirical Research Findings waves of restructuring, privatization, increasing foreign direct investment (FDI) and emerging individualism. However, while there has been a growing interest in the transition economies in the past number of years, including the national profile of HRM practices in home companies (see: Morley et al, 2009;Mayrhofer et al, 2011;Stavrou et al., 2010;Brewster et al., 2010;Brewster et al., 2007), the contemporary nature of HRM in multinat...

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Business experience or Financial Literacy? Which one is better for opportunity recognition and superior performance?

Anwar

Ullah

2020

Bus Strat Dev

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Recognition of useful opportunities is very crucial for small and medium‐sized enterprises' (SMEs') survival and growth in the competitive environment. However, the majority of SMEs cannot easily recognize new opportunities in the turbulent markets due to a lack of managerial competencies and knowledge. Several studies have been carried out to unleash the determinants of opportunity recognition that configure SMEs' success, but the results are disjointed. In particular, the mediating role of opportunity recognition between business experience, financial literacy, and SME performance has been missed. This study aims to test if either financially literate or experienced managers can recognize new opportunities that result in high performance. For testing the hypotheses, we surveyed 232 Pakistani SMEs from the manufacturing, trading, and service sectors. After performing the structural equation modeling, we found that financial literacy and business experience are the substantial prognosticators of opportunity recognition and SMEs' performance. Opportunity recognition shows a partial mediating role between financial literacy and SMEs performance as well as between business experience and SMEs performance. However, this research endorses that business experience is more vital for high performance as compared to financial literacy whereas in terms of opportunity recognition financial literacy is more crucial as compared to experience. This study recommends the enterprises to hire the financially literate and experienced managers as both display a prominent role in the identification of opportunities and high performance. Further implications are discussed.

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Rethinking Sustained Competitive Advantage from Human Capital

Cited by 585 publications

References 71 publications

Resource Investment Model in Specifics of Developing Countries

Resource Investment Model in Specifics of Developing Countries

The Emerging Outline of Selected HRM Business Practices In MNC In Central Europe – The Empirical Research Findings

Business experience or Financial Literacy? Which one is better for opportunity recognition and superior performance?

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