In the modern world of intense competition among companies in the market, in order to survive a company must pay attention to the capability of the manager to make key decisions quickly and decisively. Any decision adopted by the manager is strategic, because it should maximize the existing...

Ideally, corporations are directed by boards whose directors provide valuable human capital that match the firms' strategy. We investigate how directors' human capital (international experience, industrial know-how, CEO experience, and financial know-how) affects firm performance including the...

The economic roller coaster we've ridden over the past 20 years has brought many challenges to Human Resources. Not the least of these has been the struggle to define -- and redefine -- the relationship between employers and employees. Since the early 90s, employees have evolved from personnel...

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....

Two decades ago, McKinsey advanced the idea that large U.S. companies are engaged in a “war for talent” and that to remain competitive they need to make a strategic effort to attract, retain, and develop the highest-performing executives. To understand the contribution of the human resources...

Collaboration between individuals in firms has important implications for the development of relational and human capital and is thus of critical concern to individuals and firms alike. In knowledge-intensive contexts where collaborations are formed to deliver services to clients, collaboration...