Exploring human capital: putting ‘human’ back into strategic human resource management

By Patrick M. Wright, Gary C. Mcmahan. 2011

668 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a0d35d3cd948a68b5e9edb4a46fda73b94a2ffa6

How researchers see this paper

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

In Economics and Econometrics

In Strategy and Management

Citations in the corpus

A Road Well Traveled: The Past, Present, and Future Journey of Strategic Human Resource Management (2017, background): “This is a dilemma that Becker recognized, suggesting that firms and employees would need to find a reasonable balance that would incent the individual to invest in specific human capital and stay with the firm (Wright & McMahan 2011).”
EMPLOYEE RESILIENCE: DIRECTIONS FOR RESILIENCE DEVELOPMENT (2017, background): “Human capital involves individual knowledge, skills, and abilities (KSAs) that can be combined at the unit level to bring value to an organization (Wright & McMahan, 2011).”
A literature review on HRM and innovation – taking stock and future directions (2017, background): “Presently, researchers are moving away from examining whether HRM influences performance to asking the questions ‘how’ and ‘when’ HRM exerts its influence (Guest, 2011; Jiang, Lepak, et al., 2012; Paauwe, 2009; Wright & McMahan, 2011).”
Developing and Leveraging Human Capital Resource to Promote Service Quality (2016, background): “Furthermore, our measure of collective human capital “ignores the variability of individual human capital within the unit in order to capture a clearer assessment of the unit-level construct” (Wright & McMahan, 2011: 101).”
Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities (2014, background): “Variations in firms’ human capital have been empirically linked to contributions to organizational performance (see Crook, Todd, Combs, Woehr, & Ketchen, 2011; Hitt, Bierman, Shimizu, & Kochhar, 2001; Wright & McMahan, 2011).”
Human Capital Is Dead; Long Live Human Capital Resources! (2014, background): “Recognizing these pitfalls, scholars have been calling for enhancing the construct clarity of human capital as a resource (e.g., Coff & Kryscynski, 2011; Wright & McMahan, 2011).”
Strategic Human Capital (2014, background): “…has noted the differences in the way that the strategy and HRM literatures conceptualize and study SHC (Coff & Kryscynski, 2011; Ployhart & Moliterno, 2011; Wright & McMahan, 2011): When used as two lenses through which to examine a particular piece of research, these differences became profound.”
“Our Most Important Asset” (2014, background): “…human capital is a phenomenon spanning multiple organizational levels (Coff & Kryscynski, 2011; Nyberg et al., 2014; Ployhart & Moliterno, 2011; Wright & McMahan, 2011), and we consider how existing financial valuation approaches Fulmer, Ployhart / Human Capital Valuation 165 have also…”
Resource-Based Perspectives on Unit-Level Human Capital (2014, background): “Rather, they argued that the HRM practices they examined affected unit performance via the unit’s HCR (Wright & McMahan, 2011) as an antecedent that develops, manages, and motivates that resource.”