Can They Take It With Them? The Portability of Star Knowledge Workers' Performance

By Boris Groysberg, Linda-Eling Lee, Ashish Nanda. Management Sciences, 2004

562 citations recorded by the source corpus.

Subfields: Accounting, Finance, Safety Research

View Paper: https://www.semanticscholar.org/paper/5f63cf344968312cce75f9bbf7de4d44184136a3

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Citations in the corpus

Marks of Distinction (2015, background): “…‘‘star’’ analysts—those who have been included in the II All-America list in the past—enjoy lasting benefits of esteem and visibility, even if they do not necessarily produce the same performance or contribute to a firm’s competitive advantage (Clarke et al., 2007; Groysberg, Lee, and Nanda, 2008).”
Human Capital Is Dead; Long Live Human Capital Resources! (2014, background): “Groysberg, Lee, and Nanda (2008), for instance, documented that the performance of star financial analysts declined more when they switched firms alone than with team members.”
Advancing the Human Capital Perspective on Value Creation by Joining Capabilities and Governance Approaches (2015, background): “3 Empirical studies corroborating the existence and importance of firm-specific human capital include Blair (1995); Groysberg and Lee (2009); Groysberg, Lee, and Nanda (2008); Helfat (1994); Huckman and Pisano, (2006); Mayer, Somaya, and Williamson (2012); Sturman, Walsh, and Cheramie (2008); Toole…”
Analyzing Analyst Research: A Review of Past Coverage and Recommendations for Future Research (2018, methodology): “Thus far, research has used analysts to study issues such as individual and group knowledge transfer or group effectiveness given differential social status of group members (e.g., Brauer, Wiersema / Analyzing Analyst Research 241 Groysberg et al., 2008, 2011; Groysberg & Lee, 2008).”
What Do I Take with Me?: The Mediating Effect of Spin-Out Team Size and Tenure on the Founder-Firm Performance Relationship (2016, unknown): “…size and team tenure are determined independently of founder quality, and thus may be modeled either separately as “main effects” (e.g. Beckman, 2006; Phillips, 2002; Groysberg et al., 2009; Wezel et al., 2006), or may be interacted to examine “moderating effects” (e.g. Groysberg et al., 2008).”
Employee Mobility and Organizational Outcomes (2016, background): “Because such lift-outs are more likely to preserve the team’s relational capital and facilitate the replication of routines in the new organization, they are especially effective in transferring individual and unit-level resources (Groysberg et al., 2008; Groysberg & Lee, 2009).”
Hiring Stars and Their Colleagues: Exploration and Exploitation in Professional Service Firms (2009, methodology): “Second, the quality of the internal network plays an important role in supporting the performance of a new hire (Groysberg et al. 2008).”