Isabel Neira Elvira Vieira The influence of human capital of the workforce in the adoption of high-performance work systems: It is believed that these set of practices, based on involvement, training and incentives, call for a skilled workforce in order to cope with the demands of decentralized and participative work environment where decision making and problem solving are constant. Moreover, the assumed need of a high-skilled workforce is reinforced with several practices related to staff selectivity. Thus, the need for a high-skilled workforce has been accepted without much scrutiny.
Based on resources and knowledge-based views of firms we developed a hypothesis linking three dimensions of human capital component of the intellectual capital and the innovativeness of firms.
Using a survey from 68 firms working on the auto components sector, established in the Northern of Spain and Northern of Portugal, we found firstly, that innovativeness has two main dimensions, perfectly differentiated, the product-process innovation and the management innovation; secondly that the human capital dimensions formation and knowledge creation, innovative behave, and incentives to innovation influences differently each type of innovativeness capacity.
We found that the different human capital dimension influences directly, only, the product-process innovativeness. More specifically only the innovative behavior and the incentives to innovation influence the product-process innovativeness.
Moreover, none of the human capital dimensions considered influence the management innovativeness directly. These results highlight the importance of human capital on innovative performance, and it allows identification of the most important dimensions that influence directly the different innovativeness capacities and more broadly, highlight the value of intellectual capital as a competitive advantage in contemporary times.
In this sense, Knowledge-based resources have grown in importance because knowledge has become a critical ingredient for gaining a competitive advantage, particularly in the new economic landscape Grant, Although some attempts to measure intellectual capital have been made so far, but there is still a long way to go.
Intangibles and intellectual capital IC have become a major issue not only for academics, but also for governments, regulators, enterprises, investors and other stakeholders during the last decade.
The intellectual capital is increasingly considered a source of competitive advantage. While much research attention has focused on understanding how knowledge is created and distributed, little is known about performance enhancement offered by intellectual capital.
The intellectual capital is the firm capacity to transform knowledge and intangible assets in wealth, building resources L. Edvinsson,so it can be viewed as source of sustainable competitively. In that sense, there have been made recent efforts to link intellectual capital as a source of advantage and innovation as a source of competitive advantage.
Subramaniam and YoundtNahapiet and Ghoshaland Ahuja had empirically connected the intellectual capital, knowledge management and the innovativeness.
Because intellectual capital and innovativeness are becoming more tightly couple over time, more conceptual and empirical work need to be build on. While the extant research is mainly theoretical, additional inquiry is warranted to provide a more holistic view of intellectual capital and how it affects firm performance.
Accordingly, our paper attempt to help to close the gap between intellectual capital and the innovativeness of the firm, in that sense we focus on impact of the human capital; as a relevant component of the intellectual capital jointly with the structural and relational capital and because organizational innovativeness involves the creation of new knowledge, or a novel recombination of existing knowledge, it is essentially related to human capital; on the innovativeness of the firm by addressing the following research question: Knowledge-based resources have grown in importance because knowledge has become a critical ingredient for gaining a competitive advantage, particularly in the new economic landscape Grant, The resource based view of the firm theory Barney, ; Wernerfelt, and the subsequent knowledge-based view of the firm Grant, provide the foundations for our assertion that intellectual capital can serve as a strategic resource that influence innovative outcomes.
Therefore, the alignment of knowledge, as an intangible resource, with the innovation strategy could enhance performance and culminate in a competitive advantage Grant, From here up come two different concepts, intellectual capital management and knowledge management.
One is focused on the identification and management of the knowledge knowledge management and the other on the management of strategic and valuable knowledge resources intellectual capital.
In our study we focus on the human capital and their effect or lack thereof on the firm innovativeness. A group of highly motivated and uniquely capable people is a competitive advantage because they represent firm-specific resources that are important, rare and hard to duplicate.
Nevertheless is difficult to know how to encourage employees to contribute with their knowledge for organizational gains.No discussion of human capital can omit the influence of families on the knowledge, skills, health, values, and habits of their children. Parents affect educational attainment, marital stability, propensities to smoke and to get to work on time, and many other dimensions of their children’s lives.
While the traditional human capital approach focused on employees rather than entrepreneurs, entrepreneurship scholars have studied the influence of human capital on firm survival and success (e.g., Brüderl, Preisendörfer, .
Sibling Inﬂuence on the Human Capital of the Left-Behind Costanza Biavaschi University of Reading and Institute for the Study of Labor ðIZAÞ. The impact of culture on business is hard to overstate: 82 percent of the respondents to our Global Human Capital Trends survey believe that culture is a potential competitive advantage.
Today, new tools can help leaders measure and manage culture toward alignment with business goals. The influence of human capital of the workforce in the adoption of high-performance work systems: the case of Portugal and Spain Conference paper presented at the XIX Meeting of the Economics of Education Association, University of Zaragoza, Zaragoza (Spain), July 8th-9th, Pedro Ferreira Portuguese Institute of Marketing Management.
"Social capital" and "Human capital" are terms representing complexes of ideas, attitudes, and assumptions about human beings and about economics. In a nutshell, Social Capital focuses on the Social and the Human, while Human Capital emphasizes the Capital.