- List of Figures
- List of Tables
- Foreword by Gary S. Becker
- List of Contributors
- An Economic Perspective on the Notion of ‘Human Capital’
- A Social Perspective: Exploring the Links between Human Capital and Social Capital
- Global Culture Capital and Cosmopolitan Human Capital: The Effects of Global Mindset and Organizational Routines on Cultural Intelligence and International Experience
- Cognition and Human Capital: The Dynamic Interrelationship between Knowledge and Behavior
- A Capital-Based Approach to the Firm: Reflections on the Nature and Scope of the Concept of Capital and its Extension to Intangibles
- Human Capital and Transaction Cost Economics
- Human Capital and Agency Theory
- Human Capital in the Resource-Based View
- Human Capital, Entrepreneurship, and the Theory of the Firm
- The Firm, Human Capital, and Knowledge Creation
- Human Capital, HR Strategy, and Organizational Effectiveness
- How Organizations Obtain the Human Capital they Need
- Aligning Human Capital with Organizational Needs
- Maximizing Value from Human Capital
- Accounting for Human Capital and Organizational Effectiveness
- Interdependencies between People in Organizations
- Understanding Interdependencies between Human Capital and Structural Capital: Some Directions from Kantian Pragmatism
- The Distributed and Dynamic Dimensions of Human Capital
- Human Capital and the Organization–Accommodation Relationship
- Interdependencies between People and Information Systems in Organizations
- Human Capital, Capabilities, and the Firm: Literati, Numerati, and Entrepreneurs in the Twenty-First-Century Enterprise
- Looking to the Future: Bringing Organizations Deeper into Human Capital Theory
- Human Capital Formation Regimes: States, Markets, and Human Capital in an Era of Globalization
- Human Capital in Developing Countries: The Significance of the Asian Experience
- The Future of Human Capital: An Employment Relations Perspective
Abstract and Keywords
This article focuses on the alignment between human capital (HC) and organizational needs. It focuses on the question of how alignment between HC and organizational strategy influences individual and organizational performance. The starting point for this article is the human-resource architecture proposed by Lepak and Snell (1999), which suggests that firms' decisions to build or buy in HC are influenced by its strategic value and uniqueness. At the individual level of analysis, the article investigates the potential influence of job security/career prospects and the target of an individual's commitment on performance. In a wide-ranging analysis, it questions whether conventional goals of maximizing workforce commitment are necessarily desirable, given that, while core workers and firm's targets of commitment are likely to be in alignment, the targets of commitment for those in job–productivity relationships are more likely to align with their future careers outside the firm.
David Lepak is Professor of Human Resource Management and Department Chair of the HRM department in the School of Management and Labor Relations at Rutgers University. His research focuses on strategic human resource management with an emphasis on employment sub-systems and the HR architecture, contingent labor, intellectual capital, and linking HR systems to important company outcomes. His research has appeared in a variety of outlets such as Academy of Management Review, Academy of Management Journal, Journal of Applied Psychology, Journal of Management, and Human Resource Management. He has co-authored a comprehensive textbook with Mary Gowan entitled Human Resource Management (Prentice Hall, 2008). He is currently associate editor of Academy of Management Review, and serves on the editorial boards of many other academic journals.
Riki Takeuchi is an Associate Professor in the Department of Management at the School of Business and Management, Hong Kong University of Science and Technology. He received his Ph.D. from the Robert H. Smith School of Business, University of Maryland at College Park. His research interests include expatriate adjustment and international human resource management, strategic human resource management, organizational justice, and organizational citizenship behaviors. His research has appeared in Academy of Management Journal, Journal of Applied Psychology, Organization Science, and Personnel Psychology, among others. He also received the Distinguished Early Career Contributions Award from SIOP in 2010. He currently serves on the editorial review board for Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Journal of International Business Studies, Journal of Management, and Personnel Psychology.
Juani Swart directs the Work and Employment research Centre (WERC) where she specializes in Managing Knowledge and Knowledge Workers. Her specific research interests include understanding the nature of knowledge in networked processes, strategic knowledge assets, and the links between the intellectual capital, HRM and performance debates. She has published widely in the area of people management in knowledge intensive firms, intellectual capital structures, systems approaches to knowledge management, and network influences on strategic choice in leading journals, and has co-authored two books: People and Performance and Strategic Human Resource Development. Her research publications also include policy-informing reports on performance in knowledge-intensive firms, managing professional knowledge workers, and managing across boundaries.
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