Business Commons^™

The Impact Of Growth Mindset Training On Entrepreneurial Action Among Necessity Entrepreneurs: Evidence From A Randomized Control Trial, Shad Morris, W. Chad Carlos, Geoffrey Kistruck, Robert Lount, Tumsify Elly Thomas

Faculty Publications

Although entrepreneurship training programs are designed to help necessity entrepreneurs acquire skills and capabilities to take entrepreneurial action, participants in these programs often fail to do so. In partnership with a local government agency, we conducted a randomized field experiment involving 165 entrepreneurs in rural Tanzania where in addition to providing technical-skills training, approximately half of the participants also received ‘growth mindset’ psychological training. Those who received the growth mindset training displayed more entrepreneurial action in their business than those in the control group. Importantly, higher levels of entrepreneurial self efficacy mediated the positive impact on entrepreneurial action displayed by …

Individual Performance And Taking On Firm-Specific Roles: The Case Of Business School Associate Deans, Jeff Dyer, David Kryscynski, Christopher Law, Shad Morris

Faculty Publications

The firm-specific human capital dilemma suggests that firms generally want employees to make firm-specific investments but that employees prefer not to make them. We suggest that individual performance may moderate this dilemma such that the dilemma increases as individual performance increases – i.e. firms may prefer high performers in firm-specific roles while high performers may resist these roles more than their lower performing counterparts. We examine our extended firm-specific human capital theory in a context where the classic firm-specific human capital dilemma likely exists: business academia. Using a unique dataset of 4,164 business school professors from 39 of the top …

Human Capital In Strategy 2008-2018, David Kryscynski, Shad Morris

Faculty Publications

As strategic human capital scholars we have been deeply influenced by the work of Russ Coff (1997, 1999) and other notable scholars (Barney, 1991; Castanias & Helfat, 1991, 2001, Lepak & Snell, 1999, 2002; Lippman & Rumelt, 1982) who have pushed us to think about human assets differently from other inanimate assets in strategy theory. For this virtual special issue we simply asked a question of recently published research on human capital in strategy: what are the dominant human capital themes in our premier strategy journal? This question guided a few assumptions, which then determined which articles we included in …

An Architectural Framework For Global Talent Management, Shad S. Morris, Scott Snell, Ingmar Björkman

Faculty Publications

A unique characteristic of the multinational corporation is that it consists of culturally diverse employees that embody both firm-specific and location-specific human capital. This paper takes an architectural approach to describe how different types of human capital develop from the individual level, to the unit level, and then to the firm level in order to build a talent portfolio for the multinational corporation. Depending on the company’s strategy (multidomestic, meganational, transnational), different configurations of the talent portfolio tend to be emphasized and integrated to achieve competitive advantage. Implications for theory and practice are discussed and a research agenda is introduced.

Firm-Specific Human Capital Investments As A Signal Of General Value: Revisiting Assumptions About Human Capital And How It Is Managed, Shad S. Morris, Sharon A. Alvarez, Jay B. Barney, Janice C. Molloy

Faculty Publications

Research Summary:

Prior scholarship has assumed that firm-specific and general human capital can be analyzed separately. This paper argues that, in some settings, this is not the case because prior firm-specific human capital investments can be a market signal of an individual’s willingness and ability to make such investments in the future. As such, the willingness and ability to make firm-specific investments is a type of general human capital that links firm-specific and general human capital in important ways. The paper develops theory about these investments, market signals, and value appropriation. Then the paper examines implications for human resource management …

Rethinking Sustained Competitive Advantage From Human Capital, Benjamin Campbell, Russell Coff, David Kryscynski

Faculty Publications

The strategy literature often emphasizes firm-specific human capital as a source of competitive advantage based on the assumption that it constrains employee mobility. This paper first identifies three boundary conditions that limit the applicability of this logic. It then offers a more comprehensive framework of human capital-based advantage that explores both demand- and supply-side mobility constraints. The critical insight is that these mobility constraints have more explanatory power than the firm-specificity of human capital.

Drilling For Micro-Foundations Of Human Capital Based Competitive Advantages, Russell Coff, David Kryscynski

Faculty Publications

From the origins of the Resource Based View, scholars have emphasized the importance of human capital as a source of sustained competitive advantage and recently there has been great interest in gaining a better understanding of the micro-foundations of strategic capabilities. Along these lines, there is little doubt that heterogeneous human capital is often a critical underlying mechanism for capabilities. Here, we explore how individual level phenomena underpin isolating mechanisms that sustain human capital-based advantages but also create management dilemmas that must be resolved in order to create value. The solutions to these challenges cannot be found purely in generic …