Session 144

Stars and Human Capital Flows

Track L

Date: Monday, October 8, 2012


Time: 08:00 – 09:15

Common Ground

Room: Club H


  • Todd Zenger, University of Utah

Title: Dancing With the Stars: How Talent Shapes Firm Performance


  • Bo H. Eriksen, University of Southern Denmark

Abstract: The pundits declare that the war for talent is raging and that firms must respond proactively to the fundamental scarcity of talent. In spite of the attention that attracting and retaining talent receives, yet little is known about how firms should manage their portfolios of talent. Should firms focus on the few highly talented people – the stars – that make the less talented shine or should they try to maintain an overall high talent quality? Our paper addresses these questions empirically in study of how management and worker talents influence financial performance in a panel of Danish firms and their employees. The results indicate that manager and worker talent are substitutes, hence increasing manager talent adds more value in those organizations where workers have less average talent.

Title: Firms as Catalyst of Within Country Migration: Evidence from Randomized Intra-firm Experiment in India


  • Prithwiraj Choudhury, Harvard University
  • Tarun Khanna, Harvard University

Abstract: In the face of rapid growth in many emerging markets, technology firms face severe labor shortages. Yet there is often simultaneously a large under-utilized base of talent, disenfranchised from the mainstream for physical, social or informational reasons. We study the effort of one major information technology multinational, “INDTECH”, with its production centers in India, to bridge the barriers that normally prevent hiring from remote areas and from disadvantaged social groups. We also exploit the pre-existence of a randomized talent allocation protocol at INDTECH. Using hand collected data on personnel records and migration patterns for entry level employees recruited by INDTECH in 2007 from over 250 educational institutions all across India, we find that employees from remote locations outperform talent sourced from mainstream locations provided the distance of migration is less than 500 miles. Also, talent from underrepresented social strata outperforms that hired from mainstream social communities

Title: Stargazing Under a Single Sky: A Review, Integration, and Agenda for Research on Star Employees


  • Rebecca Kehoe, Rutgers University
  • Matthew Call, Texas A&M University
  • Anthony Nyberg, University of South Carolina
  • David Lepak, University of Massachusetts Amherst

Abstract: In an effort to integrate and form a coherent foundation of knowledge on star employees, we propose to review current research on stars and their effects on colleague, firm, and industry outcomes. We contend that a multidisciplinary examination of the star literature will help integrate disparate perspectives and yield new insights for future inquiry. We begin by briefly describing the design of our review and data collection effort. Next, we provide a broad typology of existing research on stars, summarizing major issues covered in extant work on this topic. Finally, we propose a series of questions which represent an integration of the multidisciplinary inquiry which characterizes the star literature and which we will seek to address in our recommendations for future inquiry on stars.

Title: The Dynamic Roles of Human, Social, and Intellectual Capital by Organizational Life Cycle Stage


  • Candace TenBrink, University of Houston

Abstract: Strategic human resource management has evolved from a nascent state in the 1980s to an established field a few decades later. While most firms and academics believe that acquiring the right mix of human capital can help achieve and sustain a firm’s competitive advantage, little attention has been paid to a firm’s organizational life cycle position and the human capital needs at each stage. The proposed model indicates that diverse capital selections are needed at different times to enhance a firm’s competitive position in relation to the firm’s organizational stage. I use RBV coupled with an organizational life cycle overlay to characterize the combination of human, social, and intellectual capital that a firm must balance as it strives to achieve or sustain a competitive position.

Title: What Shapes Young Elite Athletes’ Perception of Success in an Environment of High Uncertainty?


  • Verena Jung, EBS University
  • Sascha Schmidt, EBS University

Abstract: Unrealistic optimism is a commonly observed perception bias. We examine whether the bias is also present among young elite soccer players (aged between 10 and 23 years old) who are subject to frequent external assessment, thus receiving regular objective feedback. Utilising a large unique data set of more than 1300 individuals allows empirical tests of previously underexplored theories such as the ipsative possibility set. Moreover, we explore how factors such as age or experience, education, team characteristics, cultural origin and the level of integration into culture exert influence over players’ perceived chance of advancing to professional standing. Working with a homogeneous dataset of individuals who possess similar characteristics and professional goals allows us to control and isolate for (unobserved) factors that may shape perceptions.

All Sessions in Track L...

Sun: 08:00 – 09:15
Session 133: Transitioning from Faculty to Administrator: Building Strategic Human Capital
Sun: 09:30 – 10:45
Session 134: Management Practices across Firms and Countries
Sun: 11:15 – 12:30
Session 135: Linked Employer-Employee Data and Strategic Human Capital Research
Mon: 08:00 – 09:15
Session 144: Stars and Human Capital Flows
Mon: 09:30 – 10:45
Session 140: Knowledge Management & Knowledge Structures: Who knows?
Mon: 13:30 – 14:45
Session 112: CEO and TMT Turnover: Firm Implications
Session 138: Value Creation & Appropriation: Take the money and run
Mon: 16:30 – 17:45
Session 139: Impact of Human Capital Loss: Going Mobile
Tue: 08:00 – 09:15
Session 137: CEO Human Capital: Take a Little off the Top
Tue: 11:00 – 12:15
Session 143: The Strategic Human Capital Process: A look inside the sausage factory
Tue: 14:15 – 15:30
Session 141: Impact of the Acquisition & Loss of Human Capital: Putting a new spin on things
Tue: 15:45 – 17:00
Session 145: Individual Differences & Human Capital-based Advantage: Vive la différence
Tue: 17:30 – 18:45
Session 142: Social Networks & Human Capital: Tying things together
Session 215: CEO Personality and Characteristics Influencing Decision Making

Strategic Management Society