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A Social Perspective: Exploring the Links between Human Capital and Social Capital
Abstract
This article begins by suggesting that one must define human capital (HC) from a social perspective, the value of which inevitably depends on a wide range of social factors and relationships. The focus here is on the relationship between human (individual) capital and social capital, and their impact on each other's development. The article examines the concept of capital, drawing initially on the economics literature. It concludes that even though HC fails to meet the criteria for capital evident in that literature, its heuristic value has made it popular nonetheless. It also notes that HC's failure to meet the conceptual conditions of capital theory can be interpreted as a critical insertion of human values into the discussion. Leveraging from the Austrian economists, the article urges the analysis from static concepts and to a more dynamic interactive frame.
... These can be useful in deepening knowledge of the mechanisms operating within the HR system. We drew on vast literature expressing the view that HC is widely accepted as the key productive resource that employees bring to organisations, or their knowledge, abilities, and experience (Crook et al., 2011;Phillips and Phillips, 2015), considered strategic to business performance (Gratton and Ghoshal, 2003;Nahapiet, 2011;Nyberg and Wright, 2015). Other researchers have also argued that to fully exploit employees' HC, organisations must successfully integrate it at the team and organisational levels (Harms and Luthans, 2012;Methot et al., 2018;Tamer et al., 2014;Tsai and Ghoshal, 1998). ...
... Largely due to the increasing importance given to HC-and SC -related HRM researchers have become interested in understanding how to capture and develop both HC and SC, to achieve sustainable competitive advantage (Crane and Hartwell, 2019;Ghitulescu and Leana, 2006;Nahapiet, 2011;. One key area of study concerns the links between HC and SC and the policies and practices adopted to manage HR. ...
... Further, Boxall et al. (2011) noted that organisations need adequate levels of both HC and SC to be effective. While HC refers to employees' knowledge, work experiences, skills, and abilities (Ahmed et al., 2019;Hitt et al., 2001;McMahan and Harris, 2013;Ployhart and Moliterno, 2011); SC involves the relationships between organisational members (Coleman, 1990;Ghitulescu and Leana, 2006;Methot et al., 2018;Nahapiet, 2011). According to Nahapiet and Ghoshal (1998), SC also includes three key distinct dimensions: structural, involving the connections among actors; relational, or the trust among actors; and cognitive, or the shared goals and values among actors. ...
... Network structures and ties that facilitate bonding social capital are 'relatively closed and inwardlooking' (Nahapiet, 2011: 242) and refer to 'resources that people can obtain from within-group ties' (Yuan & Gay, 2006: 1067, generating Burt's (2000: 351) benefits of 'network closure'. This capital is created through reciprocal exchanges of resources such as trust, socio-emotional support, the direct and expedient flow of reliable information and the creation of strong shared norms through group cohesion (Nahapiet, 2011;Yuan & Gay, 2006). However, a drawback is that information is likely not novel and potentially redundant (Burt, 2000). ...
... Conversely, sparse network groups are characterized by fewer links between a wider range of actors, inviting a wider flow of information, resources and access to opportunities (Podolny & Baron, 1997). Dense and sparse networks, respectively, generate bonding and bridging/linking forms of social capital (Nahapiet, 2011). Granovetter's (1973) seminal work on the 'strength of weak ties' highlights how tie strength significantly and differentially generates different resources and individual outcomes. ...
... Finally, we focus on network density or sparseness. As identified earlier, dense networks can also be characterized as 'closed', in recognition of the process of transitivity (where friends of friends become friends) and often form cliques, particularly generating bonding social capital (Brass et al., 1998;Nahapiet, 2011;Rowley, 1997). However, key drawbacks of this type of network is the restricted flow of information they provide and the peer-related pressure to adopt the norms and shared identities of the group (Soda & Usai, 1999). ...
... Then, social-ecological systems are constituted by different subsystems, or also called capitals from the lens of the sustainable livelihoods approach (Scoones 1998). Hereafter, we use the term capital metaphorically as similar to livelihood, as it has a clear heuristic and communicative value (Nahapiet 2011). The essence of the capital concept is that it is a stock, which is characterised by tangible and intangible assets that confer structure and possess the capability to produce a flow of functions. ...
... Stocks are suitable for depicting the influences the systems' history has on its present states and hence for analysing historical developments and for system monitoring (Faber et al. 2005). From a social perspective, a capital structure emphasises the importance of the pattern and connections among different components of capitals, in particular their interactions (Nahapiet 2011). ...
... Many are critical of the value associations of the concept capital, and there are strong reservations about whether or not these newly labelled intangible assets or sub-systems (e.g. social, human, cultural and even some features of natural) should be called capital (Nahapiet 2011). Although debates continue today, we recognise the epistemological basis of these arguments and emphasise the need to advance in philosophical and ontological fields among different sciences (Jansen 2009;Jerneck et al. 2011). ...
Livelihoods perspectives have been central to rural development thinking and practice in the past decade. But where do such perspectives come from, what are their conceptual roots, and what influences have shaped the way they have emerged? This paper offers an historical review of key moments in debates about rural livelihoods, identifying the tensions, ambiguities and challenges of such approaches. A number of core challenges are identified, centred on the need to inject a more thorough-going political analysis into the centre of livelihoods perspectives. This will enhance the capacity of livelihoods perspectives to address key lacunae in recent discussions, including questions of knowledge, politics, scale and dynamics.
... У новонасталим околностима с разлогом се оснажује значај и вредност образовања као "социјално-економског организма" (Щетинин, 2003), битне претпоставке и основе развитка савремених високотехнолошких организација и економија заснованих на знању у целини. У таквом разумевању категорије "људски капитал" образовање је неоспорно његова "најважнија врста" (Mankiw, Taylor, 2008) o чему, и поред извесних разлика у тумачењу суштине и садржаја тог концепта, постоји висок степен сагласности у релевантној професионалној литератури (видети: Schultz, 1971;Becker, 1985;Щетинин, 2003;Nahapiet, 2012; Chattopadhyay, 2012. и др.). ...
... и др.) потврђују да је "универзитетски трио" Минцер, Шулц и Бекер током 1960-их година утемељио теорију људског капитала као посебан смер економске науке. Они су, као што се истиче и у другим расправама и студијама (Крутько, Смирнова, 2012;Nahapiet, 2012. и др.), указали на значај и потребу "инвестиција у човека" односно у људски капитал, што су опширно и продубљено образлагали и у својим каснијим текстовима. ...
... и др.), у просеку знатно више зарађују од запослених са мање акумулираног људског капитала, што је у основи "класичног" разумевања тог концепта. Притом се не сме и не може занемарити мултидисциплинарност категорије "људски капитал", на који се указује у више стручних извора (Keeley, 2009;Nahapiet, 2012;Kramar, Murthy, Guthrie, 2012. и др.), иако се признаје да највећи број истраживача верује да се економске користи људског капитала налазе у знању, вештинама и у мањем обиму у здрављу. ...
... The theory of Human capital advances key resource base on different forms of employment opportunities including entrepreneurship. This adds to the existing notion that individuals who are gifted with higher stock of human capital in terms of knowledge and skills easily add to economic potentials and values (Nahapiet, 2011). Acquiring the right resources in combination is only possible through skills training, education as well as the wealth of experience (Jones et al., 2010;Mosey & Wright, 2007;Shrader & Siegel, 2007;Serneels, 2008). ...
... Researchers are of the opinion that formal education creates employment for individuals; as such qualifications through formal education is regarded as investment in individuals to secure employment (Blundell et al., 2005;Currie & Almond, 2009). However, Nahapiet (2011) argued that formal education creates limitations. ...
Human capital represents one of the primary essentials to successful entrepreneurial activities. As such, there is the need to determine the relationships between specific and personal challenges and the existence of human capital towards rural entrepreneurial activities. This study seeks to empirically investigate the influence of specific and personal challenges on the existence of human capital of entrepreneurial activities. A quantitative approach was adopted aided by a 7 Likert-scale questionnaire to solicit primary data for theory testing in order to either accept or reject the formulated hypotheses. A total of 300 owner-managers were selected through the simple random sampling approach. The main reasons for using this approach are to avoid bias during the sample selection process and for more representation of research participants. The author employed different analytical tools namely descriptive statistics, the exploratory factor analysis (EFA) and the Pearson's Correlation Coefficient to test the relationship between specific (SCs) and personal challenges (PCs) on existence of human capital (EHC). Empirically this study found that SCs in terms of marketing challenges experienced a weak negative correlation on EHC, in terms of environmental challenges SCs there is negligible positive correlation with EHC. Besides, the study found that SCs in terms of managerial challenges lack correlation with EHC. Also the study found that PCs regarding human resources challenges shows weak negative correlation with EHC. However, PCs in terms of record keeping shows negligible positive correlation with EHC. The study recommends that more training should be offer to owner-managers through the establishment of local entrepreneurial hubs. There is the need to provide tailored-made role models to help` rural owner-managers of small businesses.
... Human capital literature originates in the field of economics (Becker & Chiswick, 1966), wherein the effect of individual skills implicating individual social outcomes (such as being hired for a job) is highlighted (Nahapiet, 2011). The theory roots in the assumption that human capital (such as obtained education) determines the individual's chances in the labor market. ...
... With practical implications in mind, we propose that to overcome the gap between the opportunities of immigrants with and immigrants without bridging formal capital, ongoing integration processes are needed. Especially when host countries' social security systems involve numerous complicated application procedures (Nahapiet, 2011). ...
Weblink to PhD dissertation: http://hdl.handle.net/2066/197007.
Over the past several decades, the demographic landscape of the Netherlands has become increasingly diversified with immigrants arriving from a variety of countries. Studies have emphasized that immigrants have a particular high risk of becoming dependent on welfare, leading to the assumption that immigrants largely support public welfare spending. The present study examines support for welfare spending from the immigrant perspective and aims to gain a better understanding of their knowledge and usage of their welfare access. This study reveals the importance of welfare access perceptions with regards to their preferences for welfare spending, while acknowledging their relatively frequent under- or overestimation of their access to certain welfare arrangements. The results show that immigrants with more resources are likely to refrain from welfare usage, but that these resources are not likely to equip them with the information they need to acquire welfare. Immigrants’ support for welfare spending can for a large part be explained by their level of household income, while at the same time an effect of the immigrant group’s interests in welfare usage is found. Though the latter is small in size, suggesting that the immigrant population does not diverge substantially from the native population to accomplish risk aversion.
... Human capital literature originates in the field of economics (Becker & Chiswick, 1966), wherein the effect of individual skills implicating individual social outcomes (such as being hired for a job) is highlighted (Nahapiet, 2011). The theory roots in the assumption that human capital (such as obtained education) determines the individual's chances in the labor market. ...
... Therefore, this study supports the idea that to prevent immigrants from falling into a more-structurally-vulnerable position, ongoing integration processes are needed. Especially, when host countries' social security systems involve complicated application procedures (Nahapiet, 2011). ...
This study contributes to the structural migrants' integration literature with its focus on a wider understanding of welfare-based incomes among immigrants in the Netherlands. We examined whether immigrants' reliance on either unemploy-ment benefits, occupational disabilities benefits, or social assistance could be explained through human-capital and social-capital determinants. We found that this foremostly applies to social assistance–based incomes, presenting the relevance of disentangling various welfare schemes. We additionally proposed that more capital increases immigrants' knowledge about the welfare schemes' bureaucratic procedures and that under the condition of lacking employment more capital leads to higher chances for a welfare-based income, but we found little support for this explanation.
... While some scholars have questioned the degree to which SC can be seen as a useful theory for understanding how interactions between individual human assets affect the HCR (Hayton & Grant, 2011), existing research does suggest that the development of the HCR has an important antecedent in contextually relevant interpersonal relationships. And while the majority of scholarship in this vein has focused on the individual level of analysis (see Nahapiet, 2011, for a recent review), scholars have argued that this also occurs at the unit level (Adler & Kwon, 2002;Nahapiet & Ghoshal, 1998). Taken together, this disparate body of research suggests that scholars interested in extending the integrated perspective on the HCR may find value in closer exploration of SC as a meaningful HCR antecedent. ...
... If social structures differentially provide opportunities for SC creation (Lin, 2001a), then those structures become important contextual factors that may shape the nature of the unit's HCR. This argument is consistent with the proposition in the SC literature that SC and HC are complementary (Nahapiet, 2011). For instance, Kang et al. (2007) argued that to create customer value, units need to create HRM systems that facilitate the creation of social networks. ...
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's HCR. We reviewed 156 articles published in the strategy and strategic HRM literatures that conceptualize HC as a unit-level resource. This review suggests that a multidimensional typology of the unit-level HCR has emerged. In particular, research has examined the HCR's type, context, and antecedents. We build on our review of this multidimensional typology to propose a multilevel conceptual integration of current and future unit-level HCR research in the strategy and strategic HRM domains. Current scholarly work in these two areas suggests that these two literatures are converging, and the multidimensional HCR typology suggested by our review informs this convergence. We conclude with a discussion of future research domains that will advance the multilevel theoretical integration we propose.
... Educational credentials are not simple determinants of entrepreneurial competence (Nahapiet 2011). There are claims that start-up is more likely from a low human capital base (Henley 2007), although evidence is inconsistent (see Davidsson and Honig 2003;Kim, Aldrich, and Keister 2006). ...
... Existing evidence tells us that the well educated and trained have good employment prospects that create an opportunity cost to business start-up (Petrova 2012). Entrepreneurship also involves skills that are not commonly developed in education (Nahapiet 2011). We expect that these two factors create confounding effects that mask any value that may come from a higher education. ...
We explore how socially embedded life courses of individuals within Britain affect the resources they have available and their capacity to apply those resources to start-up. We propose that there will be common pathways to entrepreneurship from privileged resource ownership and test our propositions by modelling a specific life course framework, based on class and gender. We operationalize our model employing 18 waves of the British Household Panel Survey and event history random effect logistic regression modelling. Our hypotheses receive broad support. Business start-up in Britain is primarily made from privileged class backgrounds that enable resource acquisition and are a means of reproducing or defending prosperity. The poor avoid entrepreneurship except when low household income threatens further downward mobility and entrepreneurship is a more attractive option. We find that gendered childcare responsibilities disrupt class-based pathways to entrepreneurship. We interpret the implications of this study for understanding entrepreneurship and society and suggest research directions.
... Human capital is fundamentally an individual asset, with its value for the firm contingent on a wider range of social factors (Nahapiet, 2011). The embodiment of human capital in individual employees brings agency issues, such as intentionality and motivation, to the fore in considering its impact in an organizational context (Kraaijenbrink, 2011). ...
... Human capital cannot be considered in isolation. Social capital has been proposed as central to maximizing the benefits from a firm's human capital, owing to the social ties underlying it, which constitute a valuable resource for facilitating organizational effectiveness (Nahapiet, 2011). Although there is debate over the definition of social capital, a widely adopted definition is 'the sum of the actual and potential resources embedded within, available through, and derived from the network of relationships possessed by an individual or social unit. ...
Although global mobility represents an important element of many multinational enterprise’s (MNEs) global talent management systems, the two areas of practice have largely been decoupled in research and practice. The current paper aims to build a dialog around the integration of these two important areas of practice and illustrate how the integration of global mobility and global talent management can contribute to the success of the MNE. Human capital and social capital theories are introduced as theoretical frames for the integration of the two areas and global talent pools and routines for managing global staffing flows are introduced as key organizational routines that can maximize the contribution of global mobility to the MNE. The paper also considers challenges and opportunities for the integration of mobility and talent and outlines some directions for future study.
... In their study they found that there was no statistically significant correlation between entrepreneurial success and human capital. Despite such sceptical views about the human capital theory, some researchers have relied on it to justify the positive effects of education on entrepreneurial success (eg., Nahapiet 2011 andMartin et al. 2013). ...
... Human capital according to [1] is a term used by 'neoclassical economists' to describe the stocks of knowledge and skills which enable individuals to create economic value. Human capital according to [2], the term "human capital" has been defined as a key element in improving a firm assets and employees in order to increase productivity as well as sustain competitive advantage. ...
uman capital is getting a wider attention with increasing globalization and competitiveness among enterprises and nation states. Both developed and developing countries put emphases on a more human capital development towards accelerating their economic growth and development. This paper examines the moderating effect of entrepreneur's culture and business environment on the relationship of human capital and venture performance. In this study, Human capital was measured in terms of entrepreneur's education, start-up experience and prior industry experience while venture performance is viewed in terms of sales growth and employment growth. Finally, the paper develops a model that explains the relationship between human capital and venture performance with a moderating effect of entrepreneur's culture and business environment. We investigated fifty four small firms in Nigeria. A multi-stage random sampling and questionnaire were employed. The authors hypothesized that higher levels of inadequate entrepreneur's education, industry and start-up experience moderated by culture and environment led to poor venture performance. A multiple regression analysis was used via SPSS software. The study observes that inadequate entrepreneur's human capital moderated by business environment and/or culture has a significant effect on venture performance. We conclude that the relationship between human capital and venture performance is being influenced by other variables. Finally the study suggests among others that the government, its agencies and non-governmental organizations should embark on a massive awareness campaign among small business entrepreneurs on the effect of culture on venture performance.
... Relational pathway. In organizations, employees are embedded in a network (Mehra, Dixon, Brass, & Robertson, 2006;Nahapiet, 2011). Networks are based on different types of ties (e.g., friendship, advice, etc.) that form the building blocks of workplace relationships (Methot, Rosado-Solomon, & Allen, 2018;Scott, 2007). ...
Demographic, technological, and global trends have brought the language used at the workplace to the forefront. A growing body of research reveals that language could result in misunderstanding at work, and influence employees’ performance and attitudinal outcomes. Language at work encompasses standard language (e.g., English) as well as several hybrid forms of language (non-native accents, code-switching, and jargon). We delineate how these forms of language could result in misunderstanding. We then identify relational, affective, and informational mechanisms that underlie the relationship between language-related misunderstanding and employees’ performance and attitudinal outcomes, and highlight key boundary conditions. In doing so, we uncover research gaps and identify areas for future research. We conclude with implications for theory as well as for practitioners to navigate language-related misunderstanding at work.
... However, while previous work on the interaction between social and human capital has mainly focused on the influence of the former on the latter (e.g. Coleman 1988;Nahapiet 2011;Soltis, Brass, and Lepak 2018), our findings indicate that, at least for East Asian NTBF founders, human capital can also be leveraged to augment social capital, as suggested by Rowley and Redding (2012). The strong connectedness of human capital and social capital that we observe is well-aligned with Confucian cultural traditions which emphasize social stratification and relational orientation, as discussed above. ...
Western-based research suggests a modest influence of founders’ human capital on the business performance of new technology-based firms (NTBFs). Our exploratory, longitudinal study of 40 NTBFs in China, South Korea and Japan reveals that the human capital of their founders helps them to acquire executive talent, finance and customers, and thereby strongly enhances business performance. Furthermore, we find that East Asian NTBF founders leverage their human capital through networks with former colleagues and business partners in order to access key resources. These findings can be explained by cultural background factors such as social stratification and relational orientation.
... La teoría de capital humano se consigue apreciar a partir de varias direcciones, una de ellas es a través de la administración, la cual manifiesta que para toda organización es obligatorio conocer los bienes y capacidades que se disponen, con la finalidad de utilizarlos para afrontar o prevalecer los infortunios, o bien, aprovechar las conveniencias (Castillo, 2012). Sin embargo, también se puede estudiar desde una figura social, la cual delimita el capital humano como un valor que estriba irremediablemente de una extensa escala de factores y relaciones sociales (Nahapiet, 2011). ...
Este libro trata precisamente de la Educación del siglo XXI y cada autor, en cada capítulo, pone su mayor empeño por aportar, desde los resultados de su investigación, para que se materialicen los principios y orientaciones que el término significa. El lector podrá notar que los objetivos, teorías y resultados de los trabajos que contiene, tienen una sola finalidad: aportar el logro de la revolución al sistema de educación. El fin último es lograr que la nueva categoría de estudiantes desarrolle las habilidades, destrezas y capacidades necesarias para desempeñarse, primero como personas y luego como profesionales, en el Nuevo Orden Mundial. De otra manera estamos poniendo en riesgo la misma supervivencia de la especie, porque esta categoría de estudiantes será la encargada de solucionar los problemas complejos que notros le estamos heredando.
... La teoría de capital humano se consigue apreciar a partir de varias direcciones, una de ellas es a través de la administración, la cual manifiesta que para toda organización es obligatorio conocer los bienes y capacidades que se disponen, con la finalidad de utilizarlos para afrontar o prevalecer los infortunios, o bien, aprovechar las conveniencias (Castillo, 2012). Sin embargo, también se puede estudiar desde una figura social, la cual delimita el capital humano como un valor que estriba irremediablemente de una extensa escala de factores y relaciones sociales (Nahapiet, 2011). ...
Este libro trata precisamente de la Educación del siglo XXI, y cada autor, en cada capítulo, pone su mayor empeño por aportar, desde los resultados de su investigación, para que se materialicen los principios y orientaciones que el término significa. El lector podrá notar que los objetivos, teorías y resultados de los trabajos que contiene, tienen una sola finalidad: aportar el logro de la revolución al sistema de educación.
... В связи с этим репатрианты из развитых стран обладают более высоким уровнем как человеческого, так и социального капитала по сравнению с местными специалистами [Filatotchev et al., 2009;Han et al., 2019]. В свою очередь, оба вида капитала положительно взаимосвязаны с производительностью, инновационностью и конкурентными преимуществами организации [Collings, 2014;Dai, Liu, 2009;Nahapiet, 2011]. ...
The article examines the determinants of the returnees’ decision to come back to Russia. Returnees from developed countries possess high levels of both human and social capital which allow them to contribute to the organizational outcomes of the emerging market firms. Moreover, researchers consider the influx of returnees to developing countries as a solution to the brain drain. Russia is experiencing brain drain as the highly skilled specialists’ outflow from the country exceeds their inflow. However, there is lack of studies examining returnees in the Russian context. Using a sample of 90 returnees from developed countries working in Russia, we found that career opportunities and expectations of high wages in Russia, as well as family reasons have the greatest impact on returnees’ decision to come back to Russia. Talent management practices aimed at attraction, development and retention of returnees, appeared to have a significant influence on the respondents’ decision to return and find employment in a Russian company. At the same time, upon their return, the returnees experienced difficulties in finding a job and a salary adequate to their experience and knowledge. It turns out that companies in Russia do not fully appreciate knowledge and experience that returnees have and the contribution they can make to the development of the company. The research results have both theoretical and practical significance for the development of migration policies and practices at the country and firm levels.
... The use of a community's social capital enables and strengthens social identity, perceived self-efficacy and empowerment (7) , and bridges resources and social network membership (8) . Social connections unite segregated communities enabling further actions towards social capital's maintenance/enrichment (9) . ...
An ethnographic study explored ideas about the possibility of creating social support networks for breast cancer within the Portuguese-speaking community in Toronto (Canada). Nineteen men and women from Angolan, Brazilian and Portuguese communities informed about a social support network with a focus on enabling versus challenging conditions for its construction. The fundamental components in creating social support networks were: the demystification of breast cancer and its prevention, emphasis on health education, mobilizing volunteers and direct social support to women living with breast cancer. The potential enabling factors were the participation of older women as social leaders, and the utilization of schools and religious institutions. Perceived barriers were: breast cancer believed to be women’s disease, lack of knowledge about its cure/ rehabilitation, as well as a limited sensitivity to cancer. Social support networks should consider the communities’ diverse cultural and tangible needs, as well as more informal social support services.
... It made it clear that any talent management process had to be analysed in terms of whether it helped improve business performance. Nahapiet (2011) reminded us that the word capital reflects a concept from economics to denote potentially valuable assets. Under the impetus of human capital management thinking, there were three significant critiques of the study of talent management that helped shaped the subsequent developments in our research narrative. ...
Current debates around talent management echo previous concern about the development of the field of IHRM. This paper uses historical analysis to examine two questions: has the field followed a logical progression and process of increasing coherence; and has its narrative been shaped in ideological ways? It identifies six concepts that guided and enabled the subsequent development of the talent management field. It shows how a selection of these ideas were re-packaged through the introduction of new notions to build two competing narratives: a star performer perspective and a human capital management perspective. It examines the progressive critiques and problems that then had to be solved to address these concerns. There is evidence of periodic ideological re-interpretations of talent management but there has nonetheless been a logical, progressive and issues-driven evolution of ideas in the field into which the current critical perspectives must now be fitted.
... Unlike bonding, it is bridging and linking that is characterized by exposure to and the development of new ideas, values and perspectives (Woolcock, 1998;Cheong, Edwards, Goulbourne & Solomo, 2007). Nahapiet (2011) argues that both forms of social capital (bonding and bridging) have relative merits and both are important. It is crucial to find the right mix of relational (strong and weak ties) and structural (dense and sparse networks) embeddedness, depending on environmental and industrial conditions (Rowley et al., 2000). ...
This dissertation studies resource mobilization among informal entrepreneurs. It combines the resource mobilization perspective with insights from social capital and human capital theory to understand the resource mobilization activities of informal entrepreneurs, focusing on the founding period and the early years of existence of informal ventures. Empirically the study is based on 15 cases from event planning industry of Pakistan. It primarily uses semi-structured interviews along with observations and secondary documents. The within and cross-case coding are aggregated into a conceptual model that paves the way to understanding inter-organizational gains through informal entrepreneurial networks. These informal entrepreneurial networks are largely based on competitor’s networks that support the exchange of resources, such as the exchange of knowledge, raw material, ideas, opportunities, etc. The new insights contributed from the findings are that resource mobilization is not competitive but rather collaborative among informal entrepreneurs. This collaborative resource mobilization is mainly based on activities like competitor’s collaboration, collaborative knowledge sharing through informal venturing, for the advancement of business goals at founding and in later stages. Collaborative resource mobilization is an alternative to competitive resource mobilization, whereby the flow of resources in the networks remains competitive when it comes to business rivalry. The study contributes to the role of social and human capital in resource mobilizing activities that improve the synergistic effects contributing to the readiness of informal entrepreneurs. Trust and reciprocal exchange of resources among competitors act as a major strengthening factor in promoting collaborative resource mobilization among informal entrepreneurs. It also contributes to the informal entrepreneurship literature and suggests that informal entrepreneurship should not be considered as marginalized activities, but rather a platform where the considerable potential of creative entrepreneurial activity is present.
... Empirical research shows that human capital contributes to an organisation's performance (Crook, Todd, Combs, Woehr, & Ketchen, 2011), thereby making it a valuable asset (Nahapiet, 2011). Human capital is broken down into general and firm-specific forms (Becker, 1964). ...
Effective identification of talent is a central element of talent management. Talk of talent often involves two distinct, yet interrelated dimensions: performance and potential. The talent management literature has however provided limited consideration both conceptually and empirically concerning the delimitation between these two dimensions. This paper looks to address this by examining how the talent construct is operationalised in practice. It considers two key research questions; what indicators of performance and potential are applied by key organisational stakeholders in discerning what talent is? What factors impact talent designation? We adopt a multilevel case study design encompassing 73 interviews with senior organisational leaders in three multinational hotel corporations. Our findings demonstrate that the dimensions of high performance and high potential were commonly spoken about when referring to talent. However, there was a substantial lack of clarity around potential with a conflation between it and performance common. Moreover, mobility emerged as a critical contextual factor in being labelled as talent or not. The paper contributes to talent management scholarship by providing a more nuanced approach in understanding how talent is enacted in practice in an underexplored empirical context.
... National TVET expenditure conveys a message of higher state-level interest in developing national human capital. According to the perspective of neoclassical economists, the human capital refers to the national stock of knowledge and skills that enable the people to perform work that creates economic value (Nahapiet, 2011). ...
The recent movement of social-investment state encouraged national educational initiatives taken by the policy makers of developed countries to enhance individual’s social inclusion for national economic gains. Benefiting from human capital theory, the author has reexamined the indirect effect of nation expenditure of technical and vocational education and training (TVET) on economic growth through social inclusion by isolating the effective key social inclusion dimensions (employment, earnings, and multidimensional poverty) from each other. A 15-year data set, ranging from 2000 to 2014, collected from Organisation for Economic Co-operation and Development (OECD) database of 21 OECD member European countries was used for hypotheses testing. The statistical results obtained through the quadratic indirect effects demonstrate clear support for the entire hypotheses. However, the results demonstrate that the indirect effects decrease as the values of TVET expenditure increases, particularly, when the indirect effect is investigated through the wages or when the overall index value of social inclusion indicators is introduced as a mediator. The study offers some implications for the researchers and the policy makers who are interested in determining the overall effectiveness of human capital development initiatives in the welfare-state/social-investment states.
... The research and theory of human capital remains in a fluid state, where it is grounded in economic theory and supported by practical logic given the indisputable fact that the skills, knowledge, and capabilities of human resources are critical inputs in the production process (Blair, 2011). Furthermore, that learning leads to human capital creation can be seen as a social function and therefore has a number of characteristics that fundamentally distinguish it from other forms of capital (Nahapiet, 2011). The two approaches to human capital that emerged in the 1970s have one key element that distinguishes between them and relates to identifying the point of maximum gain and optimising the investment in human capital from the perspective of return on investment for the individual (private) or for the collective (public) levels. ...
This thesis examines how investing in tourism education was explored as an attractive national development policy in Yemen, where this education would provide the human capital needed for the sector to grow. This examination adopted a dual lens, namely the lens of policy makers responsible for the creation of this educational process as well as that of the students involved. The underlying thought for this research can be summed up in the simple notion: How successful is an educational institution in creating human capital for the tourism sector as seen by both the policymakers and the young people engaged? Responding to this question requires considering the intended goals of both policymakers and students, seen as to accelerate national development and individual wellbeing respectively. Investigating this question is important, particularly given Yemen’s developmental status as a Least Developed Country (LDC) experiencing recurrent cycles of instability, and based on the human capital premise that investing in education contributes positively to achieving development outcomes across the board. For this research, I used a purpose-built vocational training institute as a case study to understand more about how tourism education as an instrument to achieve development goals was understood, formulated, and executed. I relied on official documentation as well as primary data collected through interviews and focus group discussions to build the case study. Those interviewed included high-level officials and other experts as key informants, as well as students who were also engaged through in-depth focus group discussions. The collection of primary data from students enrolled in the institution was useful not only in understanding their perceptions towards the human capital development process through the institution, but also to learn more about issues that potentially contributed to the frustrations that were expressed in the Arab spring events of 2011. My research indicated that the conceptual framework used to guide policymaking in the case of NAHOTI was rather under informed and missed several important elements, thereby limiting the contributions of tourism education to development goals as intended. For example, an evaluation of evidence-based policy options was largely absent, and the process excluded taking into account the views and priorities of the young people despite their central role and contributions to the success of this process. This led to a range of complications that affected the viability of tourism education as a development instrument as evident in the case study. Furthermore, the research revealed another dynamics relating to expectations on returns to investment in education at both the public and private levels. For instance, the students’ expectations from the case study institution were based on their employability interests towards improving their economic prospects, and therefore they viewed the educational process in the institution largely as a means to an end in terms of improving their access to the labour market. This did not only affect their potential contributions to the tourism sector, but also added to their frustrations and disenfranchisement with governance processes at large. Finally, this research concludes with a number of findings and policy implications for the prospects of investing in human capital for development. It also proposes a range of recommendations to maximising the potential contributions of students in building human capital, through adopting a number of participatory and inclusive social dialogue measures within human capital development frameworks.
... The social capital perspective underscores that today's knowledge economy operates through systems of connections. Employees are embedded in webs of relationships, including communities of practice, knowledge exchanges, and informal social networks; these connections confer advantages, including access to and mobilization of resources, that translate into enhanced performance (Kaše, Paauwe, & Zupan, 2009;Nahapiet, 2011). To keep pace, researchers are embracing the view that "HR strategy and practices must transcend knowledge, skills, and behaviors alone to also incorporate the development of relationships and exchanges inside and outside the organization" (Snell, Shadur, & Wright, 2000: 7). ...
Managing constellations of employee relationships is a core competency in knowledge-based organizations. It is timely, then, that human resource management (HRM) scholars and practitioners are adopting an increasingly relational view of HR. Whereas this burgeoning stream of research predominantly positions relationships as pathways for the transmission of resources, we shift attention by spotlighting that the interplay between HR practices and informal relationships perforate deeper than resource flows; they also influence how individuals view and define themselves in the context of their dyadic and collective relationships. Moreover, because HR practices routinely involve human capital movement into, within, and out of the organization, these practices have implications for the network architecture of organizations. We integrate the social network perspective (Borgatti & Halgin, 2011) with the theory of relational identity (Sluss & Ashforth, 2007) to present a relational theory of HRM that informs how modifications to internal social structures stimulated by HR practices can influence individual outcomes by transforming individuals' self-concepts as relationships are gained, altered, and lost.
... 28 For a further development of this argument as well as a review of these findings see Fukuyama(1999) and Aguirre(2006). 29 See footnote n.6 as well as Festherstone (1992), Kiernan (2003), Chaipori and Wais (2006), Margolis and Miskyla (2010), Nahapiet (2010), Guryan et al (2010), and Dahl and Lochner (2012) earnings, access to credit, disparity of educational levels, cultural and religious contexts, etc. ...
... Flowing from such developments, another important area of research now is to show how organizational effectiveness can be aided by practices associated with human capital management. The word capital reflects a concept from economics which denotes potentially valuable assets (Nahapiet, 2011). These include a number of evolving practices. ...
Purpose
– As founding editors of the Journal of Organizational Effectiveness: People and Performance, this paper welcomes the beginnings of a new academic community. The purpose of this paper is to outline why both academic researchers and organizational practitioners need to enter into and be guided by a new debate and new set of expertise. It signals the sorts of research agendas that need to be addressed in this field.
Design/methodology/approach
– The paper establishes the future research agenda for organizational effectiveness. It reviews historic literature and traces the development of the field of organizational effectiveness from: early analysis of political judgements about effectiveness; systemic analysis of the intersection of profitability, employee satisfaction and societal value; debates over stakeholder, power, social justice and organizational fitness, resilience and evolution; the importance of mental models of senior managers; how organizations use changes in work system design and business process to modify employee's mental, emotional and attitudinal states; and the use of an architectural metaphor to highlight the locus of value creation perspectives.
Findings
– There are many echoes of the debates and concerns today in the past. The paper shows how current concerns over strategic and business model change, organization design, talent management, agile and resilient organization, balanced scorecard, employee engagement, advocacy and reputation can be informed, and better contextualized, by drawing upon frameworks that have previously arisen.
Research limitations/implications
– The paper argues that the authors must adopt a broad definition of performance, and examine how the achievement of important strategic outcomes, such as innovation, customer centricity, operational excellence, globalization, become dependent on people and organization issues. It signals the need to focus on the intermediate performance outcomes that are necessary to achieve these strategic outcomes, and to examine these performance issues across several levels of analysis such as the individual, team, function, organization and societal (policy) level.
Practical implications
– The audience for this paper and the journal as a whole is academics who work on cross-disciplinary research problems, the leading human resource (HR), strategy or performance research centres, and finally senior managers and specialists (not just HR) from the internal centres of expertise inside organizations who wish to keep abreast of leading thinking.
Originality/value
– The paper argues the need to combine human resource management perspectives with those from decision sciences, supply chain management, operations management, consumer behaviour, innovation, management cognition, strategic management and its attention to the resource-based view of the firm, dynamic capabilities, business models and strategy as practice. It argues for a broadening of analysis beyond human capital into related interests in social capital, intellectual capital and political/reputational capital, and for linkage of the analysis across time, to place the novelties and contexts of today into the structures of the past.
... According to Nahapiet (2011), human capital is a term used by 'neoclassical economists' to describe the stocks of knowledge and skills that enable individuals to create economic value. The foundations for our understanding of human capital were established by economists such as Adam Smith, J.S. Mill and Alfred Marshal, in particular, the recognition that people as well as machines, building and land were 'productive resources'. ...
... Finally, the fourth philosophy draws upon human capital (or workforce) analytics or accounting and strategic workforce planning (Boudreau, 2010;Boudreau & Jesuthasan, 2011;Boudreau & Ramstad, 2005, 2006Cappelli, 2008;Ingham, 2007;Nahapiet, 2011). For Cappelli (2008) talent management is the process through which employers anticipate and meet their needs for human capital. ...
The paper uses two concepts to organize the talent management literature: talent philosophies and a theory of value. It introduces the notion of talent management architectures and first analyses four talent management philosophies and the different claims they make about the value of individual talent and talent management architectures to demonstrate the limitations of human capital theory in capturing current developments. Having demonstrated the complexity of issues being researched, it then synthesises these back down into a theory of value, and develops a framework based on four separate value-generating processes (value creation, value capture, value leverage and value protection). This framework draws upon a number of non-HR literatures, such as those on value creation, the RBV perspective, dynamic capabilities, and global knowledge management, and its use to understand the nature of value and how this might inform the design of any talent management system or architecture. The paper articulates 14 research propositions that the field now needs to prove and suggests how research might now address these.
... If we understand social capital as "inhering in the relations between person and among persons" (Nahapiet & Ghoshal, 1998), it is perhaps easy to see a parallel with SHC arguments surrounding complementarities, as illustrated by Campbell et al. (2014). In this way, whereas earlier authors have urged a more explicit integration of social capital theory (Nahapiet, 2011;Nyberg et al., 2014), the work published in this special issue demonstrates that scholars are currently taking a more socialized view of human capital. ...
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 identify six issues that emerged that could provide areas of common interest across the two fields.
... Entrepreneurship researchers have measured the effects of human capital endowments, including educational attainment and organisational experience, on opportunity recognition, financial performance, growth and innovation (Coleman, 2007;De Clercq and Arenius, 2006;Kessler and Frank, 2009;Serneels, 2008;Shrader and Siegel, 2007;Ucbasaran et al., 2008). This research suggests that those with better education and experience have greater entrepreneurial intentions (Kim et al., 2006), although educational credentials are not simple determinants of the skills and competence relevant to entrepreneurial success (Henley, 2007;Nahapiet, 2011). Individuals have opportunities beyond education to develop human capital which contributes to successful business start-up. ...
Empirical evidence for links between human capital and entrepreneurship potential is equivocal despite a wide range of studies. This research draws on prospective longitudinal data from the National Child Development Study (NCDS) to offer new theoretical perspectives and empirical evidence on the human capital predictors that drive entrepreneurship. The results suggest that start-up is more likely for those who demonstrate higher levels of analytical and creative abilities in childhood, benefit from a supportive family background, invest in their human capital through diverse and longer work experience and have accrued a solid basic education, albeit not strongly credentialed. This article contributes to a better understanding of human capital acquisition during the unfolding entrepreneurial life-course. Mediators and moderators of the relationship between education, human capital and entrepreneurship are also identified by accentuating the importance of family processes. In doing so, this study bridges the human capital and cultural capital literatures that have tended to evolve on separate tracks.
Relationship‐oriented human resource management (HRM) contributes to organizational functioning by promoting employee relationships, coordination, and cooperation. We propose unit‐level positive affective climate as a motivational mechanism through which relationship‐oriented HR systems can positively influence unit service quality and relationships with beneficiaries, and prevent individual emotional exhaustion. Moreover, we propose collective occupational calling serves as an alternative motivational source that can substitute for the positive effects of positive affective climate. In analyzing a sample composed of 742 nurses from 48 nursing units of two hospitals in China with data collection at three time points before and after the COVID‐19 outbreak, our results supported the substituting effects of unit‐level collective occupational calling on positive affective climate stemmed from relationship‐oriented HR systems. Our study connects strategic HRM and motivation research by shedding light on an affective mechanism from relationship‐oriented HR systems and the contingencies involving employees' various sources of motivation, such as occupational calling. We further discuss theoretical and practical implications of the research.
The idea that humans can be assets because their skills and work are resources that create value has been at the core of a long-standing concern among accounting scholars. This paper explores how minor league baseball players experience being considered assets and how they decide to partake in their assetization. Drawing on a range of data sources–59 interviews, archival material, and work experience–this study offers a voice to the assetized subject, and highlights that being an asset is a desired status. Assetization is a value-enhancing experience that depends on the adherence to a promise. Our results also show that financial instruments such as human capital contracts can be promissory mechanisms allowing assetized subjects to enhance their human capital value and assume the dual role of investee-investor, which further conditions an enactment of the entrepreneur of the self.
Thinking about managing the “Talent”, this research's focal point is the examination of the elite talented workforce’s perception or behavior for the framework of managing the “Talent” aligning with the positive psychological outcome. Our inspection is managing “Talent” as an augmentation of the continuous social trade between the employer-employee and from managing “Talent”, desires for future social trade are elevated by both the business and the workforce. The research framework at this point is the exchanges based on social harmony among employer-employee, which is hypothesized to be operationalized through the workforce mental agreement by their employee well-being based on high performers and potentials strategy of “Talent Management”. Our current research dynamics focused on the association between “Talent Management” with Employee well-being, which develops the new positive psychological contract between employer-employee, linking to the broader agenda of analyzing, what happens in practice when Corporate Entrepreneurship and Diversity Climate in terms of Workforce, mediates the proceeding line of comprehension, subjected to Registered Engineers of Pakistan Engineering Council (PEC, 2020), and concluded that the association between “Talent Management” and “Employee Well-being” is positively mediated by “Corporate Entrepreneurship”, which is statistically proved to be true, when evaluating the analysis on PLS-SEM software, concluding to be Partial Meditated Framework. This examination adds to the assemblage of information in regards to the performance-potential framework of the engineering society in Pakistan. In particular, it features the difficulties in the South Asia Employment disparities in a framework, which can be soothed when considering the relationship between “Talent Management” with “Employee Well-Being”, mediated by “Corporate Entrepreneurship”, which leverages the organization to open its doors for new dimensions.
Keywords: Talent Management, Employee Wellbeing, Corporate Entrepreneurship, Diversity Climate, Pakistan Engineering Council, Engineers
Thinking about managing the “Talent”, this research's focal point is the examination of the elite talented workforce’s perception or behavior for the framework of managing the “Talent” aligning with the positive psychological outcome. Our inspection is managing “Talent” as an augmentation of the continuous social trade between the employer-employee and from managing “Talent”, desires for future social trade are elevated by both the business and the workforce. The research framework at this point is the exchanges based on social harmony among employer-employee, which is hypothesized to be operationalized through the workforce mental agreement by their employee well-being based on high performers and potentials strategy of “Talent Management”.
Our current research dynamics focused on the association between “Talent Management” with Employee well-being, which develops the new positive psychological contract between employer-employee, linking to the broader agenda of analyzing, what happens in practice when Corporate Entrepreneurship and Diversity Climate in terms of Workforce, mediates the proceeding line of comprehension, subjected to Registered Engineers of Pakistan Engineering Council (PEC, 2020), and concluded that the association between “Talent Management” and “Employee Well-being” is positively mediated by “Corporate Entrepreneurship”, which is statistically proved to be true, when evaluating the analysis on PLS-SEM software, concluding to be Partial Meditated Framework. This examination adds to the assemblage of information in regards to the performance-potential framework of the engineering society in Pakistan. In particular, it features the difficulties in the South Asia Employment disparities in a framework, which can be soothed when considering the relationship between “Talent Management” with “Employee Well-Being”, mediated by “Corporate Entrepreneurship”, which leverages the organization to open its doors for new dimensions.
Keywords: Talent Management, Employee Wellbeing, Corporate Entrepreneurship,
Diversity Climate, Pakistan Engineering Council, Engineers
Thinking about managing the “Talent”, the focal point of this research dedicates
itself towards the examination of elite talented workforce’s perception or behavior for
the framework of managing the “Talent” aligning with the positive psychological outcomes.
Our inspection is managing “Talent” as an augmentation of the continuous social trade between the employer-employee and from managing “Talent”, desires for future social trade are elevated by both the business and the workforce. The research framework at this point is the exchanges based on social harmony among employer-employee, which is hypothesized to be operationalized through the workforce mental agreement by their employee well-being based on high performers and potentials strategy of “Talent Management”. Our current research dynamics focused on the association between “Talent Management” with Employee Wellbeing, that develops the new positive psychological contract between employer-employee, linking to the broader agenda of analyzing, what happens in practice when Corporate Entrepreneurship and Diversity Climate in terms of Workforce mediates the proceeding line of comprehension, subjected to Registered Engineers of Pakistan Engineering Council (PEC, 2020), and concluded that the association between “Talent Management” and “Employee Well-being” is positively mediated by “Corporate Entrepreneurship”, which is statistically proved to be true, when evaluating the analysis on PLS-SEM software, concluding to be Partial Meditated Framework. This examination adds to the assemblage of information in regards to the performance-potential framework of the engineering society in Pakistan. In particular, it features the difficulties in the South Asia Employment disparities in a framework, which can be soothed when considering the relationship between “Talent Management” with “Employee Well-Being”, mediated by “Corporate Entrepreneurship”, which leverages the organization to open its doors for new dimensions.
Keywords: Talent Management, Employee Wellbeing, Corporate Entrepreneurship,
Diversity Climate, Pakistan Engineering Council, Engineers
The contribution of social capital or social connections with friends for accessing resources to achievement such as reaching goals in life among people is unclear. This is possible because the contribution depends on different combinations of social capital components. One possibility is combining both the structural and functional components of social capital multiplicatively generates an additional contribution because of their complementary. To clarify the contribution, a survey of 704 Chinese adults in Hong Kong provides data for analysis. Specifically, confirmatory factor analysis ensured the validity of measures for regression analysis to test the theses. Results support the complementarity view rather than the competition view, as the combination of social capital components derived from friends contributed to life achievement. Results thus imply the benefit of integrating resources from various components of social capital to advance achievement in adults. Accordingly, practices can capitalize on the complementarity of social capital components to optimize people’s life achievement.
The new era in which we find ourselves certainly has many challenges but as well many chances. By entering in, the era of knowledge, we are conditioned to radically change the status of human potential and with that the strategies of relationship towards homo sapiens (reasonable man) as potential. In the knowledge era, man is no longer an extended hand of machines. In order to survive in the game with modern technical-technological development trends, it is inevitable for him to take over its naturally given uncompetitive role of unique thoughtful being with unlimited intellectual potential and inevitable in the process of creating the new value. Constant development, changes conditioned by automation, globalization, informatization, for a "reasonable man" can be an unprecedented threat or a civilizational chance to discover, develop, materialize his hidden intellectual potential. In the conditions of the new economy, intellectual potential takes on not only a leading but a key role. Modern research shows that inventiveness and innovation create a leverage effect, directing the intellectual potential to create new high-tech achievements. There are more and more companies which establish the value of its service or product precisely on the discovery, development, materialization of intellectual potential as an unlimited competitive resource. The subject of this paper is to show the importance of research and finding new approaches, new tools, new methods for detection, development, materialization of unlimited intellectual potential of the "thinking man". The goal of this paper is to raise awareness of the chance, which humanity has not had up until now, in the domain of natural resource from the role of "talking tool" or "extended machine hand" to take on the role of "unique, thinking, creative, inventive, unlimited, potential". In this paper, we also only superficially touched on possible modern methods for discovering, developing, materialization of human potential, such as: business consulting, business coaching, business mentoring.
This article approbates the Russian-language version of an interdisciplinary toolkit for human capital resources research. The Russian-language toolkit for measuring systematically organized human resources, which are consistent with social capital theory and intensively developing typology of psychological capital resources in the version of A. Moses, F. Lutens and V. Avoglio, is verified for the first time, determining the article’s scientific novelty. The toolkit has a two-level structure: general (external to the organization) and specific (internal) resources. Contemporary human capital theory assumes that people have different knowledge, skills, and abilities that can be successfully applied in solving work problems. The definition of social capital includes the concepts of trust, embeddedness, social support, and social exchange. The definition of psychological capital integrates four sub-indices: efficiency (based on trust and confidence), hope, optimism, and resilience. The empirical basis of the study includes the results of a mass sociological survey (N = 1 261). The sample represents the working population of the Tyumen Region 18 over years old (as of 2020). This has required using the methods of correlation and factor analysis. The results show the interrelationships and latent factors of the multidimensional construction of human, social and psychological capital in connection with concepts of trust and social well-being. The authors have identified the features of the Russian structure of human capital. The confidence in self-efficiency, as well as self-reliance, resilience, optimism, and belief in being in demand at work most strongly explain the variations in human capital in the Russian case. Thus, psychological capital is built into the concept of labor motivation, since it reflects willingness to work systematically, as well as employees’ perception of their socio-psychological characteristics, optimal to perform current and strategic work tasks. The social capital builds up in a multidimensional structure, when generalized trust and the strength of social contacts at work are almost orthogonal to each other.
Purpose
The purpose of this paper is twofold. First, the authors aim to examine the role of talent management (TM) practices in talent migration from developed countries to Ghana that may enhance country’s economic development through knowledge transfer. The paper also investigates the determinants of migration to the African countries.
Design/methodology/approach
Discussing the importance of self-initiated expatriates (SIEs), and how TM practices may contribute to global migration, the authors develop a set of propositions and build a theoretical framework showing how firms from Ghana can push SIEs to a longer stay in Ghana stimulating inward migration by implementing TM practices.
Findings
The authors claim that in the Ghanaian context expatriates may become migrants by overcoming negative perceptions about Ghana as a destination. Besides the authors argue that talent attraction and talent retention practices with governmental support, play an important role in inward migration to Ghana.
Research limitations/implications
New agenda for talent managers in Africa, namely addressing the possibilities for expatriates’ retention by developing and implementing TM practices to ensure knowledge transferring from developed countries is suggested.
Originality/value
The theoretical framework provides a useful starting point for explaining the interconnections of TM and the conversion from expatriation to the global migration phenomena by African countries that broaden the TM scope beyond individual and organizational aspects. The authors state that TM systems take on the principal role of addressing talent migration especially in the African context and are capable of converting expatriates, specifically SIEs, into migrants to solve important tasks related to knowledge attraction to developing countries.
The main purpose of the chapter is to provide a contemporary view of human capital (HC) based on recent research and from a theoretical perspective. Based on this, the chapter demonstrates the significance of individual knowledge, skills, and qualifications—human capital—for organizational outcomes and consequently economic growth. Although the concept of HC can be traced back to the work of Schultz with a considerable body of literature, the inherent dilemma with HC is that, unlike the organizational capital that a firm possesses, HC is an intangible asset that can simply leave and never return. Recently, an emerging stream of literature has attempted to unify both the individual and organizational level perspectives of HC and examine how they are related to competitive advantage. Given these considerations, in this chapter, HC will be viewed as a bridging concept where HC serves as a link between human resource (HR) practices and organizational performance in terms of building a worker as an asset. The chapter also presents the key approaches to HC measurement.
Objectives:
This study aims to analyze how graduates, coming from low income Francophone countries, of the Master in International Health and Nutrition Policies program at the Senghor University are a new human capital bringing an original contribution to the global development of African communities.
Methods:
A secondary analysis of qualitative findings responded to the research question about the evidences of the impact of this new human capital over the community development of countries where the graduates worked. Findings also revealed graduates' potential to contribute to future endeavors in global health. The analysis was conceptually framed by the population health promotion model and the dyad of human and social capital. Findings were analyzed applying the thematic analysis method focusing on four themes: profile of human capital, impacts and results, review of contextual conditions and expected results.
Results:
Accounts of 70 graduates indicated an emergence of a new profile of human capital due the reinforcement of their qualities, valorization of their assets and consolidation of their skills. As multi-level knowledge brokers, the graduates brought an original contribution to the African development by enhancing individuals' competencies.
Conclusions:
Graduates contributed to all social actors by socializing knowledge they acquired, as well as by integrating themselves in social relations at all levels resulting in the mobilization and promotion of individuals' competencies. Thus, graduates reinforced the positive actions of the existing human capital.
The Memorandum on lifelong learning invites to increase investment in human resources as, at an individual level, the acquisition of skills and knowledge increases a person’s productive value, an idea that is grounded in human capital (HC) theory, and which still informs much of the debate in adult education today. This chapter critically examines the arrangements that European governments have put into place to encourage employers to invest in education and training and reflects on the potential benefits and limitations of the HC paradigm. The main argument presented in this chapter is that higher investment in the education and training of workers, although important, is not sufficient. Accordingly, it is suggested that institutional or legislative arrangements that favour human resource management strategies built on a shared social commitment towards employee development are the most beneficial not only to encourage employer expenditure on employee training but also to enable individuals to gain a better return on investment in education and training.
In Chapters 2, 3, 4 and 5 we laid out a series of strategic performance drivers that organizations continue to grapple with. One of the ways that organizations are responding to these challenges is to become much more analytical — they are bringing skills around big data and HR analytics to the fore, a discipline that itself draws upon some of the ideas about human capital (or workforce) analytics or accounting (HCA) and later also on strategic workforce planning (SWP). What ties all of these developments together is the question of talent — and our changing understanding about what makes people talented in today’s business environment. We have clearly entered an environment of unprecedented business risk — nations are pitched against capital markets, markets could disappear overnight along with the ability to finance business models, and consumer behavior may take years to revert to normality, or indeed may start to create a new normality. As organizations continue to navigate their way through turbulent waters, even as business confidence is returning, the demands placed upon those deemed to be leading talent are extreme.
As noted in the previous chapter, there have been a number of different philosophies that have come to dominate the field of talent management. Collings and Mellahi (2009) helpfully outlined these different philosophies as follows. People approach: talent management as a categorization of people. Practices approach: talent management as the presence of key HRM practices. Position approach: talent management as the identification of pivotal positions. Strategic-pools approach: talent management as internal talent pools and succession planning. These are often presented as competing approaches to talent management, or definitions of it, alternative conceptualizations, and better or worse ways of doing it. In this chapter we: use this way of categorizing approaches to talent management to organize our discussion about the nature of strategic talent management build on the categorization by showing how each philosophy has come about and evolved, its essence, and some of the assumptions it is based on lay out the different assumptions they make about organizational effectiveness, how they have shaped mainstream thinking, and the different strategies they argue are necessary to achieve it put the four philosophies into a framework to help think about, and position, the design of different organizational talent-management systems and determine when each should become most dominant. provide a range of critiques of talent practice, notably the people philosophy. Put the four philosophies into a framework to help think about, and position, the design of different organizational talent-management systems and determine when each should become most dominant.
The field of strategic human capital and the field of organizational behavior (OB) need each other - they just don't know it. OB theories, constructs, and processes must be heard within the strategic human capital conversation because many of the questions being pursued by human capital scholars will benefit from consideration of OB constructs and phenomena. Simultaneously, OB scholarship will be significantly advanced by considering the context of strategic factor markets and reaching beyond performance to competitive advantage. This paper calls for a union between OB and strategic human capital resources within a new domain of scholarship called STROBE: STRategic Organizational BEhavior. A STROBE-based view leads to several novel observations: Many OB constructs and phenomena are resources that are also inherently firm-specific and lack efficient factor markets; OB resources may be valuable, rare, costly or difficult to imitate, and difficult to substitute; and OB resources may form complementarities with human capital resources that render all such resources firm-specific. Given these observations, OB resources may be a stronger determinant of competitive advantage than human capital resources.
Amartya Sen’s capability approach characterizes an individual’s well-being in terms of what they are able to be, and what they are able to do. This framework for thinking has many commonalities with the core ideas in career guidance. Sen’s approach is abstract and not in itself a complete or explanatory theory, but a case can be made that the capability approach has something to offer career theory when combined with a life-career developmental approach. It may also suggest ways of working that are consistent with educational (human capital) approaches to development in emerging economies.
Since the early 1980s the field of HRM has seen the independent evolution of two independent subfields (strategic and functional), which we believe is dysfunctional to the field as a whole. We propose a typology of HRM research based on two dimensions: level of analysis (individual/group or organization) and number of practices (single or multiple). We use this framework to review the recent research in each of the four subareas. We argue that while significant progress has been made within each area, the potential for greater gains exists by looking across each area. Toward this end we suggest some future research directions based on a more integrative view of HRM. We believe that both areas can contribute significantly to each other resulting in a more profound impact on the field of HRM than each can contribute independently.
This paper reviews theory and research pertaining to the acquisition of identity capital and social capital, and applies it to the changing nature of learning in late-modern societies, where the ability to undertake individualized life courses is becoming an increasingly important divide
in the fortunes of the young as they make their way to adulthood. The identity capital model is elaborated in terms of the importance now placed on choice-making in managing the individualization process and balancing the immediate appeal of default individualization with the long-term gains
of developmental individualization. This model points toward the need to institute an 'education for choice' in curricula to enhance the wider benefits of learning for both the individual, in terms of identity capital accumulation, and for the community with respect to intergenerational social
capital building.
Social capital is a contested concept, embraced by the mainstream as “the missing link” in economic analysis. This article suggests a way to turn it into a more meaningful understanding of how social relations matter in the economy. It will do so by unpacking the concept into various elements, distinguishing what social relations are from what they do, and by recognizing power in social relationships. We will illustrate our alternative approach with two case studies on the Small and Medium scale Enterprises (SME) footwear sector in Ethiopia and Vietnam. We conclude with suggestions on how this more contextual approach to the understanding of the economic influences of social relations may contribute to social economics.
This paper traces the idea of Capital from Adam Smith to modern times and shows how different conceptions of Capital give rise to different approaches to economics and the range of problems that can be investigated. A structural, as opposed to a stock, approach to Capital is shown to be more conducive to a studies of business institutions and practices, and to rules, institutions and standards in a changing world. Copyright Springer Science + Business Media, Inc. 2005
I propose a model in which credentials, such as diplomas, are intrinsically valuable; a situation described as credentialism. The model overcomes an important criticism of signalling models by mechanically tying a worker’s wages to their productivity. A worker’s productivity is influenced by the skills of their coworkers, where such skills arise from an ability-augmenting investment that is made prior to matching with coworkers. A worker’s credentials allow them to demonstrate their investment to the labor market, thereby allowing workers to match with high-skill coworkers in equilibrium. Despite the positive externality associated with a worker’s investment, I show how over-investment is pervasive in equilibrium.
‘In Each Other's Shadow: What has been the Impact of Human and Social Capital on Life Satisfaction in Ireland?
- T Healy
- OECD