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

Published on Sep 1, 2015in Journal of International Business Studies7.72
· DOI :10.1057/jibs.2015.10
Kyoung Yong Kim6
Estimated H-index: 6
(UH: University of Houston),
Seemantini Pathak5
Estimated H-index: 5
(UMSL: University of Missouri–St. Louis),
Steve Werner26
Estimated H-index: 26
(UH: University of Houston)
We study the conditions under which firms can capitalize on their international human capital (IHC). Using the ability–motivation–opportunity (AMO) perspective we conceptualize IHC as ability, collaborative climate as motivation, and the firm’s level of internationalization as opportunity. We test three alternative AMO models – the additive model (main effect), the combinative model (two-way interactions), and the multiplicative model (a three-way interaction). Using a cross-industry sample of South Korean firms, we find support for the multiplicative model. Specifically, the relationship between IHC enhancement practices and firm performance is significant and positive only when both collaborative climate and internationalization are high.
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  • Citations (14)
Published on Feb 1, 2016in Personnel Psychology6.93
Herman Aguinis54
Estimated H-index: 54
(IU: Indiana University),
Ernest H. O'Boyle16
Estimated H-index: 16
(UI: University of Iowa)
+ 1 AuthorsHarry Joo11
Estimated H-index: 11
(IU: Indiana University)
We use the metatheoretical principle of cumulative advantage as a framework to understand the presence of heavy-tailed productivity distributions and productivity stars. We relied on 229 datasets including 633,876 productivity observations collected from approximately 625,000 individuals in occupations including research, entertainment, politics, sports, sales, and manufacturing, among others. We implemented a novel methodological approach developed in the field of physics to assess the precise ...
Published on Feb 1, 2014in Journal of International Business Studies7.72
Jean-Luc Cerdin16
Estimated H-index: 16
(ESSEC Business School),
Manel Abdeljalil Diné1
Estimated H-index: 1
Chris Brewster52
Estimated H-index: 52
(University of Reading)
High-quality employees with international experience bring valuable advantages to internationally operating organizations. The growing number and importance of immigrants, and particularly qualified, university-educated immigrants, deserves more attention from international business practitioners and scholars. The market for highly qualified people within MNCs is increasingly becoming international, and ever more of them have migrated to a new country to advance their career. Such employees can ...
Published on Feb 1, 2014in Journal of Management9.06
Patrick M. Wright52
Estimated H-index: 52
(USC: University of South Carolina),
Russell Wayne Coff20
Estimated H-index: 20
(UW: University of Wisconsin-Madison),
Thomas P. Moliterno5
Estimated H-index: 5
(UMass: University of Massachusetts Amherst)
Strategic human capital has emerged as an area of interest in both the strategy and human resources management literatures, yet these literatures have developed without adequate interdisciplinary conversation. The special issue on strategic human capital sought to bridge this divide through creating a platform for researchers from both fields to engage in dialogue. In addition to commenting on both the journey and destination of the special issue, we explore the manifestations of this divide and...
Published on Jan 1, 2014in British Journal of Management2.75
Dorota Piaskowska3
Estimated H-index: 3
(UCD: University College Dublin),
Grzegorz Trojanowski9
Estimated H-index: 9
(University of Exeter)
This study examined how top management team's (TMT) international orientation influences perceptions of environmental uncertainty and how these perceptions impact international strategic decisions, in particular regarding ownership stakes taken in foreign acquisitions. We highlighted the need for the concept of TMT international orientation to encompass executives’ formative‐years’ international experiences along with their international career experiences and nationalities. Empirical tests base...
Published on Jan 1, 2014in Journal of Management9.06
Anthony J. Nyberg13
Estimated H-index: 13
(USC: University of South Carolina),
Thomas P. Moliterno5
Estimated H-index: 5
(UMass: University of Massachusetts Amherst)
+ 1 AuthorsDavid P. Lepak32
Estimated H-index: 32
(RU: Rutgers University)
Scholarly interest in leveraging resource-based theory to explore the unit-level human capital resource (HCR) is undergoing a paradigmatic shift in the strategy and strategic human resource management (HRM) literatures. As they undertake this next generation of research, scholars will be informed by a rigorous examination of prior unit-level HCR research. To this end, we present a systematic and multidisciplinary review of scholarship that invokes resource-based theorizing in examining the unit’...
Published on Jan 1, 2014in The Academy of Management Annals12.29
Susan E. Jackson54
Estimated H-index: 54
(RU: Rutgers University),
Randall S. Schuler53
Estimated H-index: 53
(RU: Rutgers University),
Kaifeng Jiang12
Estimated H-index: 12
(Mendoza College of Business)
AbstractThe field of strategic human resource management (HRM) has a long and rich tradition. As a prelude to our description of the field's history, we provide an expansive definition of strategic HRM scholarship and offer an aspirational framework for strategic HRM scholarship that captures the multidisciplinary nature of the field. We then systematically review and critique three decades of strategic HRM theory and research, paying particular attention to the value of HRM systems as managemen...
Published on Jan 1, 2014in Journal of International Business Studies7.72
Paula Caligiuri33
Estimated H-index: 33
(NU: Northeastern University)
Minbaeva, Pedersen, Bjorkman, Fey and Park’s (2003) award-winning article highlights the importance of human resource management (HRM) practices for enhancing employees’ ability and motivation to transfer knowledge – practices that, in turn, affect knowledge transfer to subsidiaries within multinational corporations (MNCs). In the decade since their laudable article was published, some contributions have been made highlighting the contingencies related to the effectiveness of HRM practices in MN...
Published on Nov 1, 2013in Human Resource Management2.93
Anna Christina Bos-Nehles5
Estimated H-index: 5
(UT: University of Twente),
Maarten van Riemsdijk1
Estimated H-index: 1
(Saxion University of Applied Sciences),
Jan C. Looise9
Estimated H-index: 9
(UT: University of Twente)
Line managers are today seen as increasingly important in effectively implementing HRM practices. Based on the Ability-Motivation-Opportunity (AMO) theory, we predict that line managers' performance in this regard will depend on their ability to apply HRM practices, and that their motivation and the opportunity provided will enhance this effect. Through a survey of 174 line managers and 1,065 of their direct subordinates in two organizations, we found ability to be the best predictor of a line m...
Published on May 1, 2013in Strategic Management Journal5.57
Jason D. Shaw42
Estimated H-index: 42
(UMN: University of Minnesota),
Tae-Youn Park6
Estimated H-index: 6
(Vandy: Vanderbilt University),
Eugene Kim1
Estimated H-index: 1
(Georgia Institute of Technology)
Reversing the focus on human capital accumulations in the resource-based literature, the authors examine the issue of human capital losses and organizational performance. They theorize that human capital losses markedly diminish the inimitability of human capital stores initially, but that the negative effects are attenuated as human capital losses increase. They argue further that these effects are more dramatic when human resource management (HRM) investments are substantial. As predicted, Stu...
Published on Mar 1, 2013in Management Science4.22
Ravi Bapna25
Estimated H-index: 25
(Indian School of Business),
Nishtha Langer7
Estimated H-index: 7
(Indian School of Business)
+ 2 AuthorsAlok Gupta32
Estimated H-index: 32
(UMN: University of Minnesota)
The rapid pace of technological innovation necessitates that information technology IT services firms continually invest in replenishing the skills of their key asset base, the human capital. We examine whether human capital investments directed toward employee training are effective in improving employee performance. Our rich employee level panel data set affords us the opportunity to link formal training with performance at the individual employee level. Using a dynamic panel model, we identif...
Cited By14
Published on Jun 18, 2019in International Journal of Production Economics5.00
Wantao Yu14
Estimated H-index: 14
(University of Roehampton),
Roberto Chavez (Swinburne University of Technology)+ 2 AuthorsBrian Fynes24
Estimated H-index: 24
(UCD: University College Dublin)
Abstract This study examines the value of green human resource management (GHRM) in supporting environmental cooperation with customers and suppliers, and the moderating roles of internal green supply chain management (GSCM). A survey of 126 automobile manufacturers in China is analysed using moderated regression analysis, based on a proposed conceptual model grounded in ability–motivation–opportunity (AMO) theory and contingency theory (CT). The results reveal that GHRM is significantly and pos...
Published on Mar 6, 2019in Journal of International Business Studies7.72
Stephanie Lu Wang9
Estimated H-index: 9
(IU: Indiana University Bloomington),
Dan Li14
Estimated H-index: 14
(IU: Indiana University Bloomington)
We extend the internalization literature by theorizing on how public disclosure of corporate social irresponsibility (CSI) can damage reputation-based firm-specific advantages of multinational companies (MNCs) and how foreign subsidiary governance can subsequently be used as strategic responses. Specifically, we distinguish between two foreign subsidiary governance mechanisms – information control and ownership control – that the prior literature has often assumed operate in parallel, and posit ...
Chipoong Kim , Chul Chung2
Estimated H-index: 2
Chris Brewster52
Estimated H-index: 52
Purpose: The literature on international staffing in MNEs often focuses on staffing choices based on nationality categories (e.g. PCNs, HCNs, TCNs) for key positions in subsidiaries when examining their impacts on subsidiary outcomes. Considering both nationality and international experience, we suggest an integrative typology to identify and classify various types of traditional and alternative subsidiary staffing options and evaluate them in relation to social capital and knowledge flows acros...
Published on 2019in Global Strategy Journal2.73
Thomas L.P.R. Peeters (Tinbergen Institute), Brian M. Mills7
Estimated H-index: 7
(UF: University of Florida)
+ 1 AuthorsHojun Sung2
Estimated H-index: 2
(Incheon National University)
Orly Levy8
Estimated H-index: 8
Karsten Jonsen3
Estimated H-index: 3
+ 2 AuthorsAnne Laure Humbert7
Estimated H-index: 7
(Oxford Brookes University)
AbstractThis study suggests that it is critical for executives to develop transnational social capital (TSC), or professional relationships and ties that span national borders. We first provide a conceptual framework and careful operationalization of TSC that differentiates between bonding and bridging forms of social capital. We then examine the effect of three key determinants—opportunity, investment and ability—on the TSC of executives. Using detailed survey data on 227 executives, our analys...
Published on Jun 1, 2019in Human Resource Development Review2.49
Thomas N. Garavan35
Estimated H-index: 35
(Edinburgh Napier University),
Alma McCarthy14
Estimated H-index: 14
(National University of Ireland, Galway),
Ronan Carbery13
Estimated H-index: 13
(UCC: University College Cork)
There has been significant growth of interest in both international human resource development (IHRD) and ecosystems research. Both literatures highlight important characteristics of each concept; however, to date, they have not yet been linked. We propose an ecosystem perspective as an important framework to understand IHRD. Ecosystems emphasize interdependencies, actor centrality, bargaining power, and relationships between actors as important in shaping IHRD. We utilize a meta-synthesis of th...
Published on Jun 1, 2019in Tourism Management6.01
Nhat Tan Pham1
Estimated H-index: 1
(Tomas Bata University in Zlín),
Zuzana Tučková2
Estimated H-index: 2
(Tomas Bata University in Zlín),
Charbel José Chiappetta Jabbour1
Estimated H-index: 1
Abstract Despite the important contribution made by green human resource management (GHRM) towards organizational citizenship behavior for the environment (OCBE), few published studies have investigated this significant contemporary topic in the hospitality industry, which constitutes a major gap in the literature on the greening of the hospitality industry. Drawing on Ability-Motivation-Opportunity theory, this study develops and tests direct and interactive effects of GHRM practices on OCBE. A...
Published on Apr 1, 2019in Information & Management4.12
Hugo K.S. Lam3
Estimated H-index: 3
Andy C.L. Yeung28
Estimated H-index: 28
+ 1 AuthorsT.C.E. Cheng8
Estimated H-index: 8
Abstract Integrating resource-based view and opportunity–motivation–ability framework, we theorize that social commerce represents firms’ opportunity to access valuable social media resources and gain a competitive advantage. We further argue that product uncertainty and firm reputation indicate firms’ motivation and ability, respectively, to use the social media resources, affecting the extent to which the competitive advantage can be realized. An event study of 275 social commerce initiatives ...
Published on Feb 1, 2019in Journal of Management9.06
David G. Collings27
Estimated H-index: 27
(DCU: Dublin City University),
Kamel Mellahi30
Estimated H-index: 30
(Warw.: University of Warwick),
Wayne F. Cascio40
Estimated H-index: 40
(University of Colorado Denver)
The link between global talent management (GTM) and multinational enterprises’ (MNEs) performance has not been theorized or empirically tested. We develop a theoretical framework for how GTM links to performance at the headquarters (HQ), subsidiary, and individual employee levels. Using the resource-based view as a frame, we highlight the routines of pivotal positions, global talent pools, and a differentiated HR architecture as central to GTM. We show that at the HQ level, an MNE’s adoption of ...
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