Session 248

Strategic Talent Management

Track L

Date: Monday, September 22, 2014


Time: 14:45 – 16:00

Common Ground

Room: Moscu


  • Shad Morris, Brigham Young University

Title: An Organizational Framework for the Implementation of Evidence Based Practices: An Application to Health


  • Sajid Haider, Rey Juan Carlos University
  • Carmen De Pablos, Rey Juan Carlos University
  • Jose-Luis Montes, Rey Juan Carlos University

Abstract: This research explores the organizational factors that influence the implementation of evidence based practices (EBPs) for reducing door to balloon time in patients with critical heart attack. By means of a survey based on an empirical study of 275 healthcare professionals in seven healthcare organizations involved in STEMI treatment process in Madrid, Spain, a structural equation modeling approach has been applied for obtaining the results. The findings of this research suggest that teamwork quality, senior management’s commitment, physician leaders’ commitment, feedback, and organizational citizenship behavior positively affect the implementation of evidence based practices. Given the higher mortality rates associated with STEMI, the results of this research can be of high interest for promoting effective organizational parameters in healthcare organizations involved in STEMI care.

Title: Antecedents of Downsizing: Examining Slack Resources


  • Patricia Norman, Baylor University
  • Frank Butler, University of Tennessee-Chattanooga
  • Michelle Zorn, Auburn University

Abstract: We examine how human resources (HR) slack and different types of financial slack—absorbed, unabsorbed, and potential—affect the likelihood of downsizing. Further, we investigate how a firm’s performance trajectory moderates these relationships. Using a matched sample of downsizing and non-downsizing firms, our conditional logistics regression reveals that the likelihood of downsizing increases as levels of HR slack and absorbed slack (i.e., slack already deployed for specific uses) increase, decreases as levels of unabsorbed slack (i.e., slack available for deployment) increase, and is not affected by levels of potential slack (i.e., sources of external capital that a firm has not tapped). Performance trajectory is found to moderate the relationships between financial slack and the likelihood of downsizing, but not the HR slack—downsizing relationship.

Title: Contests, Sponsorship, and Internal Hiring: How Search Affects the Quality and Costs of Internal Matches


  • Joseph Keller, University of Pennsylvania

Abstract: Creating complementary combinations of people and jobs is a key avenue through which managers can generate value. Though these matches can be created through external and internal hiring, recent work has focused almost exclusively on the former. However, with nearly half of open jobs filled internally and work highlighting numerous difficulties associated with external hiring, internal hiring represents a critical source of value creation. I draw on theories of organizational search to answer two questions. What are the mechanisms by which internal matches are created within organizations and how do they differ? And do these differences affect important outcomes such as match quality, cost, and patterns of mobility within the firm? In short, what tradeoffs must managers consider in selecting among available internal matching mechanisms?

Title: How Firms Augment their Talent: A Comparative Performance Assessment of Human Capital Building and Acquiring


  • Amit Jain Chauradia, Indian School of Business

Abstract: Firms often augment their talent through human capital building and human capital acquiring strategies. In order to generate economic returns from these human capital augmentation strategies, firms need to address four classic problems: quality uncertainty, firm-specific human capital, team complementarities, and employee motivation. This essay theorizes and empirically tests a firm’s capabilities to reduce these problems and thus increase its economic returns. Based on a sample of 145 law firms from 2004-2009, the results indicate that when firms pursue building strategies, they are more effective when they also have stronger reputation, higher promotion chances, and prior building experience. When firms pursue acquiring strategies, they are more effective when they have higher promotion chances, bring in external leadership, and possess prior experience with the acquiring strategy.

Title: Reassessing Value Creation and Rent Appropriation by Star Employees


  • Rebecca Kehoe, Rutgers University
  • David Lepak, University of Massachusetts Amherst
  • Frederick Bentley, Rutgers University
  • Ingrid Fulmer, Rutgers University

Abstract: We transcend prior research which defines star employees as those with exceptional performance and broad visibility and explore a new typology that recognizes three categories of stars – rising, shining, and falling -- defined according to performance trajectory and status changes which may occur over stars’ careers. We propose a model of value creation, relative rent appropriation, and return on contributions (ROC) for these three types of stars based on their star type and the broader human capital context (i.e., configuration of other stars present) in the organization in which they are employed. Finally, we offer critical insights into how the human capital context of an organization influences how different types of stars are best managed for optimal value creation and short- and long-term organizational success.

Title: The Impact of Dynamic Investment in High-Performance Work System on Labor Productivity of Growing Establishments


  • Yoon-Ho Kim, Rutgers University
  • Youngsang Kim, University of South Carolina
  • Andrea Kim, Sungkyunkwan University
  • Kyongji Han, Rutgers University
  • David Lepak, University of Massachusetts Amherst

Abstract: This study explores the dynamic pattern of using HPWS and the moderating role of a strategy in predicting continuous improvement of labor productivity. Building on Transaction Cost Economics, we theorize why the initial and continued investment in HPWS leads to improved labor productivity especially for the organization pursing a growth strategy. Our regression analysis of 604 establishments in multi-source three-wave panel data shows the positive relationship between initial HPWS investment and labor productivity is enhanced by the growth strategies of establishments, and the moderating effects of growth strategies on the linkage between the initial HPWS investment and labor productivity are intensified by continued HPWS investment. Our study provides a unique insight into the dynamic nature of HPWS utilization in promoting long-term labor productivity.

All Sessions in Track L...

Sun: 08:00 – 09:15
Session 280: Strategic Human Capital and Human Resource Management: The Role of Context
Sun: 09:30 – 10:45
Session 285: Micro-foundations and Human Capital: The Power of Multiple Perspectives
Sun: 11:15 – 12:30
Session 281: New Frontiers: CSR, Ethics and Human Capital
Sun: 15:45 – 17:00
Session 242: The Strategic Effects of Management Human Capital
Sun: 17:15 – 18:30
Session 608: Strategic Human Capital IG Business Meeting
Mon: 11:00 – 12:15
Session 402: Microfoundations of Strategic Human Capital
Mon: 14:45 – 16:00
Session 248: Strategic Talent Management
Mon: 16:30 – 17:45
Session 245: Human Capital Complementarities
Tue: 11:00 – 12:15
Session 247: Human Capital and Knowledge as Strategic Resources
Tue: 15:30 – 16:45
Session 244: Labor Markets and Strategic Human Capital
Tue: 17:15 – 18:30
Session 243: Strategic Perspectives on Employee Turnover and Retention

Strategic Management Society