When do international human capital enhancing practices benefit the bottom line? An ability, motivation, and opportunity perspective

Kim, Kyoung Yong; Pathak, Seemantini; Werner, Steve

doi:10.1057/jibs.2015.10

Cited by 99 publications

(142 citation statements)

References 134 publications

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“…In fact, only three of them include that issue as their primary goal (Demortier et al, 2014;Kim, Pathak & Werner, 2015;Obeidat, Bray & Mitchell, 2010). As a result, it seems to be a lack of research for explicitly validating the model.…”

Section: Resultsmentioning

confidence: 99%

“…Ability can be defined as an acquired or natural capacity that enables an individual to perform a particular task successfully (Kim et al, 2015). Moreover, ability refers to human attributes (skills, experience, attitudes, prior related knowledge) that are relevant for the accomplishment of those tasks (Boon, Belschak, Hartog & Pijnenburg, 2014;Minbaeva, 2013).…”

Section: What Hiw Practices Have Been Used To Analyze the Amo Framework?mentioning

confidence: 99%

“…Ability-enhancing practices retrieved from the Review protocol Motivation can be defined as "the degree to which an individual wants and chooses to engage in certain specified behaviors" (Kim et al, 2015). Motivation can be either extrinsic or intrinsic ( Marín-García & De Miguel, 2001;Minbaeva, 2013;Sarikwal & Gupta, 2013).…”

Section: Ability (A)mentioning

confidence: 99%

“…Job Description (Bainbridge, 2015;Block & Pickl, 2014;Boon et al, 2014;Boselie et al, 2005;Bos-Nehles et al, 2013;Fu et al, 2013;Guerci et al, 2015;Harney & Jordan, 2008;Innocenti et al, 2011;Jiang, Lepak, Hu, et al, 2012;Katou & Budhwar, 2010;Knies & Leisink, 2014;Shin et al, 2016), Support from HR Professionals (Bos-Nehles et al, 2013;Choi & Yoon, 2015;Renwick et al, 2012;Schimansky, 2014) Job Rotation (Boselie, 2010;Choi, 2014;Katou & Budhwar, 2010;Shin et al, 2016) Level of Internationalization (Kim et al, 2015) Favorable Work Conditions (Block & Pickl, 2014) …”

Section: Opportunity (O) (Job Design)mentioning

confidence: 99%

“…Market Share (Alagaraja, 2012;Fu et al, 2013;Jiang, Lepak, Han, et al, 2012;Munteanu, 2014) Profitability (Alagaraja, 2012;Boselie et al, 2005;Fu et al, 2013;Kaufman, 2015;Kim et al, 2015;Obeidat et al, 2010;Ramsay et al, 2000;Shih et al, 2007) Return on Assets (ROA) (Alagaraja, 2012;Choi & Yoon, 2015;Choi, 2014;Jiang, Lepak, Hu, et al, 2012;Obeidat et al, 2010;Ruzic, 2015) Sales Growth (Alagaraja, 2012;Drummond & Stone, 2007;Fu et al, 2013;Jiang, Lepak, Hu, et al, 2012;Kaufman, 2015;Obeidat et al, 2010) …”

Section: Bundle Measures Research Articles Financial Outcomesmentioning

confidence: 99%

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Deconstructing AMO framework: a systematic review

2016

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Purpose: The AMO framework has been widely accepted in HRM literature for explaining the linkage between human resources practices and performance. However, it remains unclear whether this model has been fully demonstrated or not. Hence, we propose a systematic review that aims at identifying those investigations that have thoroughly tested the model, as well as the approaches used by them. Findings: AMO model is an excellent and structured framework that provides a better understanding of the relationship between HRM and performance. Moreover, the effectiveness of the model's proposal appears to be beyond doubt. In fact, a well trained and skilled employee will perform better, and a motivated worker will be ready to "go the extra mile".Likewise, if the work environment does not provide adequate opportunities, both abilities and motivation might become meaningless. However, we consider that many other factors could influence the positive effects of HPWS. As a matter of fact, not only contextual factors, but -1040-Intangible Capital -http://dx.doi.org/10.3926/ic.838 also individual beliefs, personal affinities, or personal circumstances (among others) might affect the implementation of these practices and the subsequent outcomes. For this reason, we consider that developing an HRM model that perfectly fit any situation is a very complicated, if not impossible, task. Research limitations/implications:The results show a significant variability in both research approaches and variables taken into consideration. In addition, it seems that little research has been conducted to verify the AMO model directly. Therefore, we consider that there is a great need to study the model from a more systematic perspective. A thorough understanding of the model could lead to a better understanding of the problems that organizations face when implementing human resource practices.Originality/value: Our study shed light on some aspects of the AMO framework within the HRM context. Specifically, we aimed to identify whether or not it is possible to confirm the model as it was originally proposed. We also find out which HR practices and measures of performance were considered across investigations, to define a standard approach.

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Section: Resultsmentioning

confidence: 99%

Section: What Hiw Practices Have Been Used To Analyze the Amo Framework?mentioning

confidence: 99%

Section: Ability (A)mentioning

confidence: 99%

Section: Opportunity (O) (Job Design)mentioning

confidence: 99%

Section: Bundle Measures Research Articles Financial Outcomesmentioning

confidence: 99%

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Deconstructing AMO framework: a systematic review

2016

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Global strategic context and CEO appointments: The importance of a global mind‐set

Thams

Chacar

Wiersema

2018

Global Strategy Journal

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Research Summary: The appointment of a new CEO is among the most pivotal and visible decisions made by a board of directors. While prior research has surveyed the impact of performance and governance‐related factors on CEO selection decisions, our understanding of the implications of a firm's global context is limited. This article explores the influence of home country globalization, international diversification, and the undertaking of major cross‐border acquisitions on the appointment of a CEO with a global mind‐set. Using a sample of European and U.S. firms from the Global 500 ranking from 2005 to 2010, we find that companies are likely to match the characteristics of new CEOs with their global strategic contexts. Managerial Summary: In this article, we highlight the interplay between a firm's global context and CEO selection. Our findings indicate that executives aspiring to reach the C‐suite should be highly attuned to the imperatives of aligning their knowledge bases, mind‐sets, and perspectives to grasp the challenges faced by companies operating within a global context. From the board's perspective, the selection of a new CEO provides the opportunity to assess a firm's future strategic direction and enables the board to select an executive with the managerial capabilities required to address the challenges of globalization.

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Manager migration, learning‐by‐hiring, and cultural distance in international soccer

Peeters

Mills

Pennings

et al. 2019

Global Strategy Journal

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Research Summary We investigate the international transfer of managerial know‐how by analyzing manager migration patterns in the setting of international soccer. We characterize a country's managerial know‐how by estimating a stochastic frontier model, which relates the country's soccer performance to socioeconomic and climatic conditions. We find evidence of learning‐by‐hiring in that hiring a migrant manager hailing from a high know‐how country is beneficial to the destination country's performance. Larger cultural distance between the migrant manager and destination country reduces the effectiveness of learning‐by‐hiring, but this effect is moderated by the migrant manager's prior international experience. The transfer of managerial know‐how contributes to the overall convergence of low‐performing versus high‐performing soccer countries. Managerial Summary In this study, we ask whether firms in developing countries, which often suffer from having low‐quality management practices, can improve their performance by hiring managers from developed countries, who may implement better management practices. We investigate this in the context of national soccer team competition, because this allows us to track the performance of migrant managers very precisely over time. We find that hiring a migrant manager from a developed soccer country improves the performance of the developing host country. This performance improvement is smaller when the migrant's country of origin is culturally very different from the host, but migrant managers with extensive international experience are able to overcome this negative effect of cultural distance.

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When do international human capital enhancing practices benefit the bottom line? An ability, motivation, and opportunity perspective

Cited by 99 publications

References 134 publications

Deconstructing AMO framework: a systematic review

Deconstructing AMO framework: a systematic review

Global strategic context and CEO appointments: The importance of a global mind‐set

Manager migration, learning‐by‐hiring, and cultural distance in international soccer

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