Leveraging human capital through performance management process: the role of leadership in the USA, France and India†

This paper examines the role of human capital and leader's knowledge in performance management in three countries from different continents. We contribute to the relevant literatures by examining crucial, hitherto unexamined processes of leveraging human capital, focusing on the conversion of tacit knowledge to explicit knowledge. The paper also contributes by demonstrating the applicability of these processes and a general strategic human...