Emergence of the Human Capital Resource: A Multilevel Model

By Robert E. Ployhart, Thomas P. Moliterno. 2011

1,172 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/428b995165cb5a0211b5eeec01d4b90a29de8777

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

A Multilevel Model of Team Goal Orientation, Information Exchange, and Creativity (2013, background): “In their multilevel model of human capital resource emergence, Polyhart and Moliterno (2011) posited that the climate is part of the process through which individual-level knowledge, skills, and abilities become unit-level human capital resources.”
Is This How I Will Be Treated? Reducing Uncertainty through Recruitment Interactions (2013, background): “task effectively enable a potential competitive advantage because human capital influences organizational performance (Hitt, Bierman, Shimizu, & Kochhar, 2001; Ployhart, 2011).”
Awards: A strategic management perspective (2016, background): “…group dynamics come into play, it becomes clear that it would be mistaken to simply extrapolate from the individual-level observation, concluding that awards will increase aggregate performance as well (see Ployhart, 2004; Ployhart and Moliterno, 2011; Rousseau, 1985, on the cross-level fallacy).”
Personality and Cognitive Ability as Predictors of Effective Performance at Work (2014, background): “There has been considerable discussion (e.g., Ployhart & Moliterno 2011) and some empirical research about the nature of predictor–criterion relationships at different levels (group, team, organization, etc.) of analysis.”
Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective (2018, methodology): “…can manifest in different ways: from composition, in which the higher-level phenomena are created through the homogeneity of lower-level phenomena, to complication, in which the higher-level phenomena are created through the heterogeneity of lower-level phenomena (Ployhart & Moliterno, 2011).”
How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms (2012, background): “Human capital theory emphasizes that human capital—the composition of employee skills, knowledge, and abilities—is a central driver of organizational performance when the return on investment in human capital exceeds labor costs (Becker, 1964; Lepak & Snell, 1999; Ployhart & Moliterno, 2011).”
Human Capital and CEO Compensation during Institutional Transitions (2015, neutral): “…CEO's particular human capital consists of his/her 'expertise, experience, knowledge , reputation, and skills' (Haynes and Hillman, 2010, p. 1146), from which a CEO can draw to enhance firm performance and manage external resource dependencies (Combs and Skill, 2003; Ployhart and Moliterno, 2011).”
Assessing the relationships between human capital, innovation and technology adoption: Evidence from sub-Saharan Africa (2017, background): “Past studies have also indicated that human capital relates to firms' ability to develop and maintain their competitiveness (Youndt et al., 2004; Ployhart and Moliterno, 2011; Ployhart et al., 2011).”
Director Human Capital, Information Processing Demands, and Board Effectiveness (2014, background): “…of the literature on human and social capital posits a “more is better” approach, assuming that the possession of incremental levels of skill, experience, and access to information flow is always beneficial to the individual and ultimately the firm (Burt, 1992, 1997; Ployhart & Moliterno, 2011).”
Antecedents to value diminution (2016, background): “In Figure 2, we explain inadequate client knowledge and skills as a resource deficiency in context-specific human capital (Ployhart and Moliterno, 2011).”
Dynamic Managerial Capabilities (2015, background): “This leads to considerations of unit-level managerial human capital at the level of a team (Ployhart & Moliterno, 2011) and suggests that complementarities between team members in their human capital may have a positive impact on firm performance (Wright et al., 2014).”
Examining the formation of human capital in entrepreneurship: A meta-analysis of entrepreneurship education outcomes (2013, background): “Human capital theory predicts that individuals or groups who possess greater levels of knowledge, skills, and other competencies will achieve greater performance outcomes than those who possess lower levels (Ployhart & Moliterno, 2011).”
Human Capital and Entrepreneurship Research: A Critical Review and Future Directions (2016, background): “Multilevel research is increasingly called for in management (e.g., Payne, Moore, Griffis, & Autry, 2011; Ployhart & Moliterno, 2011) and we illustrate what can be gained by a richer, albeit more challenging, multilevel approach within this research stream.”
Managing people in organizations: Integrating the study of HRM and leadership (2018, background): “This special issue follows prior calls to bridge more micro and more macro views of managing people in organizations (Coff and Kryscynski, 2011; Huselid and Becker, 2011; Ployhart and Moliterno, 2011).”