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Record: 1
Title:
Strategic human capital management in the context of cross‐industry and within‐industry mobility frictions.
Authors:
Starr, Evan1 estarr@rhsmith.umd.edu
Ganco, Martin2
Campbell, Benjamin A.3
Source:
Strategic Management Journal. Aug2018, Vol. 39 Issue 8, p2226-2254. 29p. 1 Diagram, 8 Charts, 1 Graph.
Document Type:
Article
Subject Terms:
*MANAGEMENT
*Occupational mobility
*Job skills
*Employment tenure
*Employee selection
*Employee training
*Covenants not to compete
Human capital
Author-Supplied Keywords:
employee mobility
industry‐specific human capital
knowledge expropriation
labor market frictions
strategic human capital
NAICS/Industry Codes:
611430 Professional and Management Development Training
Abstract:
Research Summary: We develop and test a theory examining how frictions that restrict mobility across industries and frictions constraining mobility within an industry can co‐occur to effectively isolate individual human capital, ultimately changing the firm's make‐versus‐buy decision for human capital. Empirically, we demonstrate that when cross‐industry frictions in the form of limited skill transferability and within‐industry frictions in the form of noncompete enforceability are both present, employees exhibit longer tenures, firms hire workers with less initial experience, firms change the amount and nature of training provided, and wages marginally increase. These findings suggest that sufficiently strong and complementary mobility frictions shift the emphasis of firms’ human capital management practices toward internal development of human capital relative to acquisition on the external market. Managerial Summary: In the face of frictions to employee mobility both within and across industries, which we capture empirically using measures of noncompete enforceability and limited skill transferability across industries, firms tend to hire less experienced workers, such workers exhibit longer tenures, and firms invest more in their training, particularly in the development of new skills. Our findings imply that for firms operating under such complementary frictions, better hiring and internal development capabilities are particularly important for performance, while those firms without such capabilities may benefit from considering ways to circumvent the mobility frictions, including moving out of the focal state or lobbying for different noncompete laws. [ABSTRACT FROM AUTHOR]
Copyright of Strategic Management Journal is the property of John Wiley & Sons, Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Author Affiliations:
1Department of Management & Organization, University of Maryland, Robert H. Smith School of Business, College Park, Maryland
2Department of Management & Human Resources, University of Wisconsin, School of Business, Madison, Wisconsin
3Department of Management & Human Resources, Ohio State University, Fisher College of Business, Columbus, Ohio
ISSN:
0143-2095
DOI:
10.1002/smj.2906
Accession Number:
130771715
Persistent link to this record (Permalink):
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com.ezproxy.umuc.edu/login.aspx?direct=true&db=bth&AN=130771715&login.asp&site=ehost-live&scope=site
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Database:
Business Source Complete