- 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 examines interdependencies among people in organizations as a critical aspect of human capital (HC) that organizations must leverage. Its primary focus is organizations which serve some economic purpose; that is, they use HC in order to produce goods or services which are then supplied to outside individuals and organizations. The article takes the perspective that HC is closely bound up with social capital, and that the benefits which organizations are able to appropriate from HC are equally dependent on their ability to encourage the functional interdependence of individuals. From this perspective, HC is more than simply the aggregation of individuals' skills and knowledge. It must also take account of the complementarities among individuals' abilities that allow individuals to perform beyond their perceived limits and permit human skills to be integrated into organizational capabilities.
Robert Grant holds the Eni Chair in Strategic Management at Bocconi University. He previously worked at Georgetown University, City University (London), California Polytechnic, University of British Columbia, London Business School, and St Andrews University, and was economic adviser to the British Monopolies Commission. His interests are in competitive and corporate strategy, and the theory of the firm. His textbook Contemporary Strategy Analysis is used in MBA programs worldwide. He serves on the editorial boards of Strategic Management Journal, Journal of Management Studies, Long Range Planning, Strategy and Leadership, and European Management Review.
James C. Hayton is Goldman Professor of Entrepreneurship at Newcastle University Business School. His research interests include the strategic management of human resources, organizational learning and innovation, and entrepreneurship and firm growth. He serves as Executive Editor of Human Resource Management Journal, and serves on the editorial board of Entrepreneurship Theory and Practice, Journal of Business Venturing, European Management Review, Human Resource Management Review, and Journal of Management Studies.
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