picture of Shad Morris Shad Morris
... is the Georgia White Fellow and Assistant Professor of Leadership and Strategy at the Marriott School, Brigham Young University. Prior to joining BYU, Shad Morris was at The Ohio State University for five years... More

Program Chair

picture of Thomas P. Moliterno Thomas P. Moliterno
... is an Associate Professor of Management and the Associate Dean of Faculty & Engagement at the Isenberg School of Management at the University of Massachusetts Amherst. He earned his Ph.D. from the Paul Merage School of Business at the University of California, Irvine... More

Associate Program Chair

(No bios available)

Reps at Large 2017

picture of Gina Dokko Gina Dokko
... is an Associate Professor at the University of California, Davis, where she teaches the core strategy course. Her research focuses on the consequences of job mobility and careers for individuals and organizations, including ... More

picture of Tomasz Obloj Tomasz Obloj
... is an Associate Professor of Strategy at HEC Paris. His research interests span areas of competitive strategy, organizational design and incentives, and behavioral strategy. His work has been published in Strategic Management Journal ... More

picture of Y Sekou Bermiss Y Sekou Bermiss an assistant professor of management at the McCombs School of Business, The University of Texas at Austin. His research explores the micro-foundations of competitive advantage by studying the antecedents and consequences... More

Reps at Large 2018

(No bios available)

Strategic Human Capital

The Strategic Human Capital Interest Group promotes research addressing the role of human capital in firm performance. Scholarship that is interdisciplinary and/or considers human capital at multiple levels of analysis is especially welcomed. Examples of the types of questions included in this conceptual space are the following:

  • How can firms purposefully create valuable firm-level human capital heterogeneity?
  • What are the mechanisms that link human capital to firm-level outcomes?
  • How do firms best manage the value appropriation challenges presented by “star” employees?
  • To what extent can firms gain competitive advantage through “people?” 
  • Why and how do competitive interactions within labor markets (e.g., talent poaching) differ from competitive interactions in other strategic factor markets? 
  • How do management practices that enhance the strategic value of human capital diffuse?
  • What factors explain differences in human capital productivity within industries?
  • How does human capital emerge and interact with other forms of intellectual capital (e.g., social capital, organizational capital) to influence firm-level outcomes?

Proposal for Strategic Human Capital IG

2016 Fall Newsletter

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