Edited by Anthony J. Nyberg, Distinguished Moore Fellow, Darla Moore School of Business, University of South Carolina and Thomas P. Moliterno, Earl W. Stafford Professor of Entrepreneurial Studies, Isenberg School of Management, University of Massachusetts Amherst, US

• Contents:INTRODUCTIONStrategic human capital resources: a brief history, construct definition, andintroduction to the Handbook of Research on Strategic Human Capital Resources 2Thomas P. Moliterno and Anthony J. NybergCONCEPTUALIZING HCRSPART I VALUE CREATION AND VALUE CAPTURE: RENTSStarting Point Chapters1 Setting base pay rates: integrating compensation practice with human capitalvalue creation and value capture 15Samantha A. Conroy2 Rents from human capital complementarities: a relational view of valuecreation and value capture 34Flore Bridoux and J. W. StoelhorstCommentary Chapters3 Commentary on “Setting base pay rates: integrating compensation practicewith human capital value creation and value capture” 59Russell Coff and Clint Chadwick4 Commentary on “Rents from human capital complementarities: a relationalview of value creation and value capture” 68Clint Chadwick and Russell CoffPART II MULTILEVEL APPROACHES: EMERGENCEStarting Point Chapter5 Human capital resource emergence: theoretical and methodologicalclarifications and a path forward 77Rory Eckardt and Kaifeng JiangCommentary Chapters6 Human capital resource emergence: reflections, insights, andrecommendations 113Steve W. J. Kozlowski7 Human capital resource emergence: a commentary 130Albert A. Cannella, Jr and Valerie A. SyPART III ISOLATING MECHANISMS: FIRM-SPECIFICITYStarting Point Chapters8 Specific human capital: a matching perspective 144Ingo Weller9 What are we isolating? Why human capital-based competitive advantagemay not be so much about human capital 157Ben Campbell and David KryscynskiCommentary Chapters10 Retaining valued human capital: a commentary on the role offirm-specificity as a mobility constraint 169John E. Delery and Dorothea Roumpi11 Human resource management strategy and practice: from individualmotivation to dynamic capabilities 183David Lewin and David J. TeecePART IV COMPLEMENTARITIES: HUMAN AND SOCIAL CAPITALStarting Point Chapters12 How employees can better solve customer problems: a use value approachto human and social capital 199Shad Morris and Scott Snell13 Social capital and human capital co-emergence: a socialized view ofemergent human capital resources 215Alia CrockerCommentary Chapters14 The missing construct in strategic human capital research: humans 236Patrick M. Wright and Spenser M. Essman15 Agonistic relations, social capital, and (dis)complementarity in theemergence of human capital resources 245Rhett A. Brymer and Michael A. HittACTUATING HCRSPART V BUILDING SHCRS: HIRING AND ACQUIRINGStarting Point Chapters16 Building human capital resources: hiring and acquiring 259Rebecca R. Kehoe and F. Scott Bentley17 Getting access to strategic human capital resources: a multiple strategicfactor market approach 281Arnaldo Camuffo and Federica De StefanoCommentary Chapter18 Towards a human-capital resource-based theory of the firm 307Alison Mackey and Jay B. BarneyPART VI MOBILIZING STRATEGIC HUMAN CAPITAL RESOURCES:TEAMSStarting Point Chapters19 Team motivation and goal (mis)alignment: the missing link in humancapital resources research 315Christopher O. L. H. Porter, Brittney Amber, and Ernie Wang20 Mobilizing human capital to manage negative events 338Y. Sekou Bermiss and Samantha DarnellCommentary Chapters21 The vital role of teams in the mobilization of strategic human capitalresources 354Robert E. Ployhart and Gilad Chen22 Organizational crisis: the need for transformative boards and topmanagement teams 370Margarethe WiersemaPART VII COMPENSATING STRATEGIC HUMAN CAPITALRESOURCES: INCENTIVESStarting Point Chapters23 A pay system model for turning human capital resources into action 384Anthony J. Nyberg and Greg Reilly24 Strategic compensation: a critique and research agenda 403Ian LarkinCommentary Chapters25 Commentary on Larkin and Nyberg and Reilly 425Barry Gerhart26 (Unavoidable) dynamics in incentive design 434Tomasz Obloj and Todd ZengerPART VIII KEEPING STRATEGIC HUMAN CAPITAL RESOURCES:MOBILITYStarting Point Chapters27 Keeping strategic human capital resources: mobility 447John P. Hausknecht28 Retention is not a strategic imperative: on the pros and cons ofemployee turnover 458Christopher I. Rider and David TanCommentary Chapters29 A commentary on “Keeping strategic human capital resources: mobility” 472Matthew Bidwell30 Human enterprise 482Rajshree AgarwalCONCLUSION31 Human capital resources: a convergence of questions but divergenceof answers 502Anthony J. Nyberg, Robert E. Ployhart, and Thomas P. MoliternoIndex 513

Edited by Anthony J. Nyberg, Distinguished Moore Fellow, Darla Moore School of Business, University of South Carolina and Thomas P. Moliterno, Earl W. Stafford Professor of Entrepreneurial Studies, Isenberg School of Management, University of Massachusetts Amherst, US

• Contents:INTRODUCTIONStrategic human capital resources: a brief history, construct definition, andintroduction to the Handbook of Research on Strategic Human Capital Resources 2Thomas P. Moliterno and Anthony J. NybergCONCEPTUALIZING HCRSPART I VALUE CREATION AND VALUE CAPTURE: RENTSStarting Point Chapters1 Setting base pay rates: integrating compensation practice with human capitalvalue creation and value capture 15Samantha A. Conroy2 Rents from human capital complementarities: a relational view of valuecreation and value capture 34Flore Bridoux and J. W. StoelhorstCommentary Chapters3 Commentary on “Setting base pay rates: integrating compensation practicewith human capital value creation and value capture” 59Russell Coff and Clint Chadwick4 Commentary on “Rents from human capital complementarities: a relationalview of value creation and value capture” 68Clint Chadwick and Russell CoffPART II MULTILEVEL APPROACHES: EMERGENCEStarting Point Chapter5 Human capital resource emergence: theoretical and methodologicalclarifications and a path forward 77Rory Eckardt and Kaifeng JiangCommentary Chapters6 Human capital resource emergence: reflections, insights, andrecommendations 113Steve W. J. Kozlowski7 Human capital resource emergence: a commentary 130Albert A. Cannella, Jr and Valerie A. SyPART III ISOLATING MECHANISMS: FIRM-SPECIFICITYStarting Point Chapters8 Specific human capital: a matching perspective 144Ingo Weller9 What are we isolating? Why human capital-based competitive advantagemay not be so much about human capital 157Ben Campbell and David KryscynskiCommentary Chapters10 Retaining valued human capital: a commentary on the role offirm-specificity as a mobility constraint 169John E. Delery and Dorothea Roumpi11 Human resource management strategy and practice: from individualmotivation to dynamic capabilities 183David Lewin and David J. TeecePART IV COMPLEMENTARITIES: HUMAN AND SOCIAL CAPITALStarting Point Chapters12 How employees can better solve customer problems: a use value approachto human and social capital 199Shad Morris and Scott Snell13 Social capital and human capital co-emergence: a socialized view ofemergent human capital resources 215Alia CrockerCommentary Chapters14 The missing construct in strategic human capital research: humans 236Patrick M. Wright and Spenser M. Essman15 Agonistic relations, social capital, and (dis)complementarity in theemergence of human capital resources 245Rhett A. Brymer and Michael A. HittACTUATING HCRSPART V BUILDING SHCRS: HIRING AND ACQUIRINGStarting Point Chapters16 Building human capital resources: hiring and acquiring 259Rebecca R. Kehoe and F. Scott Bentley17 Getting access to strategic human capital resources: a multiple strategicfactor market approach 281Arnaldo Camuffo and Federica De StefanoCommentary Chapter18 Towards a human-capital resource-based theory of the firm 307Alison Mackey and Jay B. BarneyPART VI MOBILIZING STRATEGIC HUMAN CAPITAL RESOURCES:TEAMSStarting Point Chapters19 Team motivation and goal (mis)alignment: the missing link in humancapital resources research 315Christopher O. L. H. Porter, Brittney Amber, and Ernie Wang20 Mobilizing human capital to manage negative events 338Y. Sekou Bermiss and Samantha DarnellCommentary Chapters21 The vital role of teams in the mobilization of strategic human capitalresources 354Robert E. Ployhart and Gilad Chen22 Organizational crisis: the need for transformative boards and topmanagement teams 370Margarethe WiersemaPART VII COMPENSATING STRATEGIC HUMAN CAPITALRESOURCES: INCENTIVESStarting Point Chapters23 A pay system model for turning human capital resources into action 384Anthony J. Nyberg and Greg Reilly24 Strategic compensation: a critique and research agenda 403Ian LarkinCommentary Chapters25 Commentary on Larkin and Nyberg and Reilly 425Barry Gerhart26 (Unavoidable) dynamics in incentive design 434Tomasz Obloj and Todd ZengerPART VIII KEEPING STRATEGIC HUMAN CAPITAL RESOURCES:MOBILITYStarting Point Chapters27 Keeping strategic human capital resources: mobility 447John P. Hausknecht28 Retention is not a strategic imperative: on the pros and cons ofemployee turnover 458Christopher I. Rider and David TanCommentary Chapters29 A commentary on “Keeping strategic human capital resources: mobility” 472Matthew Bidwell30 Human enterprise 482Rajshree AgarwalCONCLUSION31 Human capital resources: a convergence of questions but divergenceof answers 502Anthony J. Nyberg, Robert E. Ployhart, and Thomas P. MoliternoIndex 513