How do interdependencies among human-capital deployment, development, and diversification strategies affect firms' financial performance?

By Yasemin Y. Kor, Huseyin Leblebici. 2005

366 citations recorded by the source corpus.

Subfields: Accounting, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0584ed9c9d9d8ab18ef168f1297afab8ca1ba656

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Sociology and Political Science

In Strategy and Management

Citations in the corpus

The Use and Added Value of Mixed Methods in Management Research (2011, background): “…the following excerpts: ‘‘To enrich our statistical findings, I conducted extensive field interviews’’ (Song, 2002, p. 207); ‘‘We also conducted phone interviews with a number of senior associates and partners as a reality check for interpretation of our findings’’ (Kor & Leblebici, 2005, p. 981).”
Director Human Capital, Information Processing Demands, and Board Effectiveness (2014, background): “These choices and time-investments result in a stock of human capital that can then be used in subsequent situations (Carpenter et al., 2001; Hitt, Bierman, Shimizu, & Kochar, 2001; Kor & Leblebici, 2005).”
Category Spanning, Evaluation, and Performance: Revised Theory and Test on the Corporate Law Market (2016, neutral): “…spanning multiple categories, the marginally significant (p , .10) estimated coefficient of the variable category spanning suggests that category spanning has less evident positive economic benefit, consistent with previous research (Hitt, Biermant, Shimizu, & Kochhar, 2001; Kor & Leblebici, 2005).”
Effect of SMEs’ International Experience on Foreign Intensity and Economic Performance: The Mediating Role of Internationally Exploitable Assets and Competitive Strategy* (2010, background): “Previous experience in the international arena can also help in developing staff qualifications (Barker and Kaynak 1992), especially the specific human capital (Lazear 2003) acquired in the firm itself through learning-by-doing rather than by formal education (Becker 1975; Kor and Leblebici 2005).”
Toward a More Comprehensive Model of Firms’ Human Capital Rents (2017, background): “…the majority of SHC work to date has also been anchored in the labor economic distinction between general (or portable) human capitalandfirm-specifichumancapital (e.g.,Hatch &Dyer, 2004; Kor & Leblebici, 2005;Mayer, Somaya, & Williamson, 2012; Wang & Barney, 2006; Wang, He, & Mahoney, 2009).”
To leave or not to leave: the effects of perceptions of organizational justice on employee turnover intention via employee-organization relationship and employee job engagement (2019, background): “Therefore, an increasing number of organizations place great importance on the intangible and knowledge-based resources and capabilities of employees (Kor & Leblebici, 2005; Mahoney & Kor, 2015; Wang, He, & Mahoney, 2009), investing heavily in employee retention.”
Experience-Based Human Capital and Social Capital of Outside Directors (2009, neutral): “…relationship between human capital embedded in the top management team in the form of skills and knowledge that managers collectively bring to the team and the quality of organizational outcomes (Carpenter, Sanders, & Gregersen, 2001; Hitt, Bierman, Shimizu, & Kochhar, 2001; Kor & Leblebici, 2005).”
Strategic human resource management: The evolution of the field (2009, methodology): “In a related study, also using law firms as the focus of the analysis, Kor and Leblebici (2005) found that firms profited separately from expert human-capital leveraging strategies or service and geographical diversification strategies, but that when these strategies were pursued simultaneously—and…”
Publication Bias in Strategic Management Research (2017, background): “We elected to include them because of the importance of human resources management in the strategic management literature (Kor & Leblebici, 2005; Li, Lam, Sun, & Liu, 2008) and also because they may shed new light on previous findings (Dalton et al., 2012).”
Resource Orchestration to Create Competitive Advantage (2011, background): “For example, Kor and Leblebici (2005) found that while bundling senior partners with less experienced associates in law firms positively affects performance, coupling that type of bundling with increased levels of service or geographic diver sification harms performance.”
Entrepreneurship, Subjectivism, and the Resource-Based View: Towards a New Synthesis (2008, neutral): “…and the knowledge of team members’ cognitive frameworks and idiosyncratic habits that help build a fabric of trust (see e.g., Arrow, 1974), entrepreneurial teams cannot envision valuable resource combinations that help create unique strategic opportunities (Kor and Leblebici, 2005).”
Advancing the Human Capital Perspective on Value Creation by Joining Capabilities and Governance Approaches (2015, background): “These hiring practices have important merits such as enabling new expertise domains to be built, achieving speedy entry into product and geographical markets, and increasing the heterogeneity of views in the organization (Kor & Leblebici, 2005).”