Human capital and learning as a source of sustainable competitive advantage

By N. Hatch, Jeffrey H. Dyer. 2004

1,470 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/521f6eec9ae498a6f32247b995c7e3100c8d2850

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Citations in the corpus

Collective Turnover at the Group, Unit, and Organizational Levels: Evidence, Issues, and Implications (2011, background): “Hatch and Dyer (2004) found higher defect rates in semiconductor fabrication plants with higher turnover.”
The impact of government financial support on the performance of new firms: the role of competitive advantage as an intermediate outcome (2014, background): “2.1.3 Human capital-based competitive advantage The RBV postulates that superior human capital can create competitive advantage (Hatch and Dyer 2004; Lado and Wilson 1994).”
Chasing a Moving Target: Exploitation and Exploration in Dynamic Environments (2012, background): “Alternatively, this may take the form of purposeful organizational forgetting, selectively discarding old knowledge in order to foster more rapid accretion of new knowledge (Hatch and Dyer 2004; Hedberg, Nystrom, and Starbuck 1976).”
Dynamic capabilities through continuous improvement infrastructure (2009, methodology): “For CI, employees require training and apprenticeship in the use of the scientific method for structured problem solving and for leading process improvement teams (Hatch and Dyer, 2004).”
When is human capital a valuable resource? The performance effects of Ivy league selection among celebrated CEOs (2015, neutral): “also is shown to contribute more to operational outcomes such as efficiency, product quality (Hatch and Dyer, 2004), and personal evaluations than to firm returns, which are less consistently affected (Crook et al.”
Unpacking Team Familiarity: The Effects of Geographic Location and Hierarchical Role (2012, background): “Hatch and Dyer (2004) note that ‘‘human capital is most valuable and most inimitable when it is ﬁrm-speciﬁc’’ (p. 1155).”
Resource-Based Perspectives on Unit-Level Human Capital (2014, background): “Thus, strategy researchers generally operationalized measures of a unit-level HCR and explored its association with a unit-level performance outcome (e.g., Hatch & Dyer, 2004; Kor & Leblebici, 2005; and see Crook, Todd, Combs, Woehr, & Ketchen, 2011).”
An intellectual capital perspective of human resource strategies and practices (2009, background): “Thus, KBV implies that knowledge is a static internal resource that can be controlled, exploited and traded like most physical resources in organizations (Kong, 2008a).”
Strategic human resource management: The evolution of the field (2009, methodology): “Using data from the Berkeley Competitive Semiconductor Manufacturing Program, Hatch and Dyer (2004), found that investments in human capital had a significant impact on learning and firm performance.”
Opportunity Identification and Pursuit: Does an Entrepreneur’s Human Capital Matter? (2008, background): “Formal education is seen as providing the necessary cognitive skills to adapt to environmental changes (Hatch and Dyer, 2004).”