Toward a More Comprehensive Model of Firms’ Human Capital Rents

By Clint Chadwick. 2017

123 citations recorded by the source corpus.

Strategic human capital research has recently expanded to encompass other types of labor market frictions in addition to those posed by firm-specific human capital. Labor market frictions inhibit trade in human capital, allowing firms that are idiosyncratically advantaged with respect to a particular friction to appropriate human capital rents. Adding to this nascent conversation, I describe how idiosyncratic firm resources and capabilities enable firms to garner human capital rents. By explicitly distinguishing between value creation and value capture, which together drive firm-level human capital rents, this article’s theoretical framework uncovers overlooked circumstances where firms’ pursuit of human capital rents differ in important ways. I discuss theoretic propositions and implications to guide future research.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/29510c5430ff22eb80bb3e9c0a391d7663fe4a09

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Citations in the corpus

The future of employee development (2019, methodology): “For example, if an employee learns to use a software application that is not widely used by the ﬁ rm's competitors, the ﬁ rm will make use of the general human capital better than rivals could (Chadwick, 2017).”
Resources for What? Understanding Performance in the Resource-Based View and Strategic Human Capital Resource Literatures (2021, background): “Together, however, the approaches are highly complementary, and research conducted within the last 10 years has begun to answer a number of more precise questions relating to how and why human capital resources may emerge and contribute to operational and strategic performance (Campbell & Kryscynski”
The Resource-Based View of the Firm, Human Resources, and Human Capital: Progress and Prospects (2021, background): “Here, more explanation is needed on whether this is individualor firm-level FSHC (Chadwick, 2017) and how immobile the customer relationships are.”
Are Family Firms Good Employers (2017, background): “These concerns are all the more pressing because employee welfare directly impacts what employees ar willing to do, how hard they are willing to work, as well as their ability to adapt to changing economic conditions (Chadwick, 2016; Coff, 1999).”