Human Resource Configurations, Intellectual Capital, and Organizational Performance.

By M. Youndt, Scott A. Snell. 2004

751 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/da87558847841b519b93d4819827dff26059bf5d

How researchers see this paper

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

Citations in the corpus

A multidimensional view of intellectual capital: the impact on organizational performance (2015, result): “This result presents an unexpected finding, which could be attributed to the different characteristic of organizations’ social capital in Iranian context compared with those western studies (Ellinger et al., 2013; Leana and Van Buren, 1999; Prusak and Cohen, 2001; Stam et al., 2014; Steinfield et al”
A High Performance Work Practices Taxonomy (2013, background): “Continuing with the example above, high-performance competencies at the product level could include well-functioning product development teams that have a high level of social capital that can readily reconfigure themselves to adapt and innovate (Youndt & Snell, 2004).”
Human capital measures, strategy, and performance: HR managers' perceptions (2008, unknown): “itself (Carmeli and Tishler, 2004; Gupta, 1984; Gupta and Govindarajan, 1984), while others are more interested in the HR management practices intended to develop and exploit HC for performance (Arthur, 1994; Delaney and Huselid, 1996; Hitt et al., 2001; Huselid, 1995; Huselid et al., 1997; Youndt e”
Intellectual Capital–Enhancing HR, Absorptive Capacity, and Innovation (2017, methodology): “Consistent with the approach used by Youndt and Snell (2004) and Lepak and Snell (2002), each of the six HR configurations were conceptualised as a summative index and within the path model, these were operationalized as second order latent variables.”
The more the better…or is it? The contradictory effects of HR practices on knowledge sharing motivation and behavior (2016, background): “These practices are then conceptualised to influence performance indirectly by fostering two key performance antecedents at the individual employee level – ability and motivation to perform (e.g. Gardner et al., 2011; Liao et al., 2009; Takeuchi et al., 2007; Youndt and Snell, 2004).”
Human resource practices and innovation in the hotel industry: The mediating role of human capital (2018, methodology): “The empirical study by Youndt and Snell (2004) showed that investments made to attract the best workers are associated with the level of knowledge, skills and general experience.”
Interaction between structural capital and human capital in Italian NPOs (2010, background): “Strategic human resource management (SHRM), IC development and management, senior management According to some scholars (Becker et al., 1997; Youndt and Snell, 2004; Yang and Lin, 2009) IC is a mediator between SHRM and the organization’s performance.”
Intellectual capital and organisational performance in Malaysian knowledge-intensive SMEs (2017, result): “These findings corroborate the studies (Bontis, 1998; Bueno et al., 2006; Edvinsson and Malone, 1997; GarcíaMuiña and Pelechano-Barahona, 2008; Ismail, 2005; Khalique et al., 2011a; Stewart, 1997; Sveiby, 1997; Tovstiga and Tulugurova, 2007; Youndt and Snell, 2004; Youndt et al., 2004) but extend th”