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Capital Perspective (capital + perspective)
Selected AbstractsToward a Theory of Familiness: A Social Capital PerspectiveENTREPRENEURSHIP THEORY AND PRACTICE, Issue 6 2008Allison W. Pearson In the search for ways in which the family firm context is unique to organizational science, the construct of "familiness" has been identified and defined as resources and capabilities that are unique to the family's involvement and interactions in the business. While identification and isolation of a construct unique to family firms is both groundbreaking and important for family firm research, it is also important that the development of the construct continues to be examined from complementing theoretical viewpoints. As such, we set out to review the development of the familiness construct and identify its dimensions. We also explore the nomological relationships of the construct based on a social capital theory perspective and offer a theory of familiness. [source] Evaluating human capital: an exploratory study of management practiceHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 4 2004Juanita Elias The article explores the development of systems of human capital evaluation in a number of large UK firms. Human capital is a much used term in business literature, and it is widely recognised that firms need to develop mechanisms to determine the value of their employee base. An extensive human capital literature has developed in which the authors propose elaborate systems for measuring a firm's human assets. This article does not seek to offer yet another human capital model. Rather, the aim is to examine the management practices through which human capital evaluation is undertaken. The article is based on an exploratory study of such practices in 11 major firms in the UK. The findings are highlighted as follows. First, we note the preference for internal over external (static accountancy-based) reporting. Secondly, we highlight the diverse nature of human capital evaluation systems that exist across UK business. Thirdly, we explore the relationship between practices of evaluation and the role and position of the HR function within the firm. Finally, in conclusion, we address the implications of the human capital perspective for practitioners, arguing that there is no single formula that can be applied to its evaluation. We go on to suggest that the importance of the human capital concept and its measurement may lie in its ability to re-frame perceptions of the relationship between the contribution of employees and the competitive performance of the business. [source] An intellectual capital perspective of competitive advantage in nonprofit organisationsINTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 2 2008Eric Kong Very little systematic research has focused on applying the concept of intellectual capital (IC) within the nonprofit context; particularly in the highly competitive nonprofit environment. Based on a review of the existing literature, this paper firstly contributes to filling this gap by building an argument that IC can be utilised as a competitive tool in nonprofit organisations (NPOs). Secondly, an IC conceptual framework is proposed that explicitly links the attainment of competitive advantage with positive outcomes for NPOs. Finally, the paper discusses how the IC conceptual framework can be effectively utilised to foster competitive advantage in the nonprofit sector. Copyright © 2007 John Wiley & Sons, Ltd. [source] Social Capital and Social Influence on the Board of DirectorsJOURNAL OF MANAGEMENT STUDIES, Issue 1 2009William B. Stevenson abstract It is often assumed that directors with human capital such as prior management experience or independence from the company are the most influential board members. By contrast, in a survey of all the board members in 14 companies we found that ties to others in a network of strong ties among those who meet outside of board meetings were more important predictors of social influence than human capital or ties across boards. These ties within the board represent the social capital of members in the form of prior relationships with other directors, ties to others on the board, and membership in cliques within the board's network of ties. These results support a social capital perspective on influence that emphasizes relationships with others on the board as important factors in the social dynamics of board decision-making. [source] Community Social Responsibility and Its Consequences for Family Business Performance,JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 3 2008Linda S. Niehm Family-centered businesses may have unique perspectives of socially responsible behavior due to family involvement and ties to the community. This research explored the antecedents and consequences of community social responsibility (CSR) for family firms operating in small and rural markets. Using a national sample from the 2000 wave of the National Family Business Survey (NFBS), researchers profiled family business operators' (n = 221) to determine if their CSR orientation contributed to family business performance. Enlightened self interest and social capital perspectives provide a framework for elaborating the role of CSR in sustaining family businesses in changing small communities. Results indicate that three dimensions, commitment to the community, community support, and sense of community, account for 43 percent of the variation in family business operators' CSR. Size of the business was significantly related to family firms' ability to give and receive community support. Further, commitment to the community was found to significantly explain perceived family business performance while community support explained financial performance. Findings suggest that socially responsible business behaviors can indeed contribute to the sustainability of family businesses in small rural communities. [source] | ||||||||||