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Intellectual Capital Configurations and Organizational Capability: An Empirical Examination of Human Resource Subunits in the Multinational Enterprise

Published on Aug 1, 2011in Journal of International Business Studies7.72
· DOI :10.1057/jibs.2011.14
Shad S. Morris11
Estimated H-index: 11
(Max M. Fisher College of Business),
Scott A. Snell39
Estimated H-index: 39
(UVA: University of Virginia)
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Abstract
Building on the organizational capabilities literature and theories of the multinational enterprise, this paper develops and tests a framework that examines the relationship between intellectual capital configurations and organizational capabilities in human resource (HR) subunits. Looking at 187 subunits from 20 MNEs, findings show that intellectual capital dimensions vary in their usefulness for generating, sharing, and implementing HR management practices. In particular, while certain resources may help in the development of one capability, they may harm the development of another. Implications are that an organization's intellectual capital investments will differ, depending on the desired capability.
  • References (153)
  • Citations (44)
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References153
Newest
Published on Jan 1, 2011in Academy of Management Review10.63
Robert E. Ployhart50
Estimated H-index: 50
(USC: University of South Carolina),
Thomas P. Moliterno5
Estimated H-index: 5
(USC: University of South Carolina)
This article offers a new approach to the conceptualization of the human capital resource by developing a multilevel model connecting micro, intermediate, and macro levels of scholarship. We define human capital as a unit-level resource that is created from the emergence of individuals' knowledge, skills, abilities, or other characteristics. The model provides new insights into how strategically valuable human capital resources have their origins in the psychological attributes of individuals an...
Published on Jul 1, 2010in Organizational Research Methods6.55
Michael T. Brannick40
Estimated H-index: 40
(USF: University of South Florida),
David Chan30
Estimated H-index: 30
(Singapore Management University)
+ 2 AuthorsPaul E. Spector81
Estimated H-index: 81
(USF: University of South Florida)
A panel of experts describes the nature of, and remedies for, method variance. In an attempt to help the reader understand the nature of method variance, the authors describe their experiences with method variance both on the giving and the receiving ends of the editorial review process, as well as their interpretation of other reviewers’ comments. They then describe methods of data analysis and research design, which have been used for detecting and eliminating the effects of method variance. M...
Published on Feb 1, 2010in Journal of International Business Studies7.72
Sea Jin Chang25
Estimated H-index: 25
,
Witteloostuijn van Arjen33
Estimated H-index: 33
(Tilburg University),
Lorraine Eden31
Estimated H-index: 31
(A&M: Texas A&M University)
JIBS receives many manuscripts that report findings from analyzing survey data based on same-respondent replies. This can be problematic since same-respondent studies can suffer from common method variance (CMV). Currently, authors who submit manuscripts to JIBS that appear to suffer from CMV are asked to perform validity checks and resubmit their manuscripts. This letter from the Editors is designed to outline the current state of best practice for handling CMV in international business researc...
Published on Jul 1, 2009in Human Resource Management2.93
Shad S. Morris11
Estimated H-index: 11
(Max M. Fisher College of Business),
Robert Calamai1
Estimated H-index: 1
(Pace University)
As business leaders increasingly understand the importance of effectively managing a global workforce, attention turns to the human resource (HR) function. But as HR groups focus largely on best practices, they lose sight of the constantly shifting demands of a global environment that requires next practices. We propose a new Dynamic HR framework that allows HR managers constantly to renew and reintegrate their practices throughout the organization in a way that focuses on flexible entrepreneurs...
Published on Jan 8, 2009
David Ulrich1
Estimated H-index: 1
,
Norm Smallwood1
Estimated H-index: 1
,
Kate Sweetman1
Estimated H-index: 1
Chapter 1: Defining Leadership Code Chapter 2: Rule 1: Shape the future Chapter 3: Rule 2: Make things happen Chapter 4: Rule 3: Engage today's talent Chapter 5: Rule 4: Build the next generation Chapter 6: Rule 5: Invest in yourself Chapter 7: Using Leadership Code
Published on Dec 11, 2008
Ikuyanonaka87
Estimated H-index: 87
Japanese companies, masters of manufacturing, have also been leaders in the creation, management, and use of knowledge-especially the tacit and often subjective insights, intuitions, and ideas of employees.
Published on Jan 1, 2008in Journal of International Business Studies7.72
Mark Fenton-O'Creevy14
Estimated H-index: 14
(OU: Open University),
Paul N. Gooderham18
Estimated H-index: 18
(NHH: Norwegian School of Economics),
Odd Nordhaug12
Estimated H-index: 12
(NHH: Norwegian School of Economics)
We explore determinants of subsidiary autonomy in setting human resource management (HRM) practices within US-parented multinational enterprises (MNEs), in Europe and Australia. We examine both the effect of strategic context and the effect of the institutional location of the subsidiary. We find that US MNEs show greater centralisation of control over HRM where the subsidiary faces global markets, in coordinated market economies vs liberal market economies, and where union density is low.
Published on Dec 1, 2007in Strategic Management Journal5.57
David J. Teece72
Estimated H-index: 72
(University of California, Berkeley)
This paper draws on the social and behavioral sciences in an endeavor to specify the nature and microfoundations of the capabilities necessary to sustain superior enterprise performance in an open economy with rapid innovation and globally dispersed sources of invention, innovation, and manufacturing capability. Dynamic capabilities enable business enterprises to create, deploy, and protect the intangible assets that support superior long- run business performance. The microfoundations of dynami...
Published on Nov 1, 2007in Human Resource Management Journal2.84
Ingmar Björkman39
Estimated H-index: 39
,
Jon E. Lervik1
Estimated H-index: 1
(Lancaster University)
There is extensive evidence that planned transfers of management practices by the headquarters of multinational corporations (MNCs) to foreign subsidiaries are not always successful. In this article, we outline a model of factors influencing the transfer of HR practices to MNC units abroad. The article has two main contributions. First, we develop a more holistic understanding of the outcome of HR practice transfer as encompassing three dimensions: implementation, internalisation and integration...
Published on May 1, 2007in Journal of International Business Studies7.72
Ingmar Björkman39
Estimated H-index: 39
(Ad: INSEAD),
Carl F. Fey22
Estimated H-index: 22
(HHS: Stockholm School of Economics),
Hyeon Jeong Park9
Estimated H-index: 9
(J. Mack Robinson College of Business)
This study sets out to explore human resource management (HRM) practices in multinational corporation (MNC) subsidiaries within an institutional theory framework. Based on a sample of 158 subsidiaries of MNCs operating in the United States, Russia and Finland, the paper examines factors hypothesised to influence the HRM practices adapted in US, Japanese and European MNC subsidiaries located in Russia, Finland and the US. The results indicate significant differences in HRM practices used across h...
Cited By44
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Published on Apr 29, 2019in Journal of Intellectual Capital
Bismark Duodu (HKU: University of Hong Kong), Steve Rowlinson27
Estimated H-index: 27
(HKU: University of Hong Kong)
Intellectual capital (IC) has been suggested to be a means by which firms develop capabilities that enhance competitive advantage. There is, however, a paucity of empirical research linking IC with innovation in construction firms, leaving the IC–innovation link in such environments unclear. The purpose of this paper is to advance understanding of the relationships between IC components and strategic exploratory and exploitative innovation in construction contractor firms.,The sample comprised 1...
Published on May 13, 2019in International Journal of Social Economics
Vilani Sachitra (USJP: University of Sri Jayewardenepura), Chong Siong-Choy
Purpose The purpose of this paper is to investigate the moderating effect of religiosity of farm owners on the resource-capability-competitive advantage interaction. Design/methodology/approach A self-administered structured questionnaire was developed to collect data from farm owners who possess the experience in commercial cultivation of three main minor export crops in Sri Lanka. Findings The results of linear regression analysis on 456 responses received suggest that the religiosity of farm ...
Published on Feb 1, 2019in Journal of Management9.06
George C. Banks21
Estimated H-index: 21
(UNCC: University of North Carolina at Charlotte),
Haley M. Woznyj2
Estimated H-index: 2
(Longwood University)
+ 4 AuthorsHeather L. Gordon1
Estimated H-index: 1
(Duke Energy)
As a result of globalization, large-scale modern-day businesses extend across borders as they engage in multinational enterprises. Such enterprises must conduct operations in disparate, culturally diverse contexts, which present challenges for implementing human resource management activities, such as whether to standardize or localize activities across borders. The current study focuses on recruitment activities, as they represent firms’ initial efforts to attract highly qualified talent. Howev...
Published on Feb 1, 2019in Journal of Management9.06
B. Sebastian Reiche17
Estimated H-index: 17
,
Yih-teen Lee7
Estimated H-index: 7
(University of Navarra),
David G. Allen28
Estimated H-index: 28
(Warw.: University of Warwick)
As organizations increasingly fulfill their customer needs by getting their work done globally, there is a pressing need for the scientific community to further advance knowledge on global work, especially in terms of how to better conceptualize and integrate it. A particular opportunity for such development involves the cross-fertilization between the international business (IB) and human resource management (HRM) literatures, which serve as the focal domains to study global work phenomena but ...
Published on Dec 1, 2018in Asia Pacific Journal of Management2.74
Yuliani Suseno4
Estimated H-index: 4
(ECU: Edith Cowan University),
Ashly Pinnington16
Estimated H-index: 16
(British University in Dubai)
This study examines the inter-relationships between network ties as social capital and knowledge resources as human capital, in the internationalization of law firms. Using a qualitative case study methodology, this study is based on primary data collected from Australian law firms and corporate client organizations, and compares and contrasts the views of lawyers and clients on building social and human capital. Our study finds that the relative importance of strong ties diminishes as professio...
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