Adapting human and social capital to impact performance: Some empirical findings from the U.S. Personal banking sector

摘要: The basic assertions of the resource-based view (RBV) are widely understood and accepted. Even most undergraduate business students will assert that firms have a competitive advantage when they control resources unique, inimitable, non-substitutable value-creating. Despite widespread acceptance RBV, it has its critics. For instance, little attention been focused on process aligning firm with environmental demands (Sirmon et al., 2007; Tegarden 2003). Nelson Winter (1982) importance this alignment declared any good theory should shed light how respond to changes in market conditions. Helfat Peteraf (2003) suggest can take into account both temporal issues change if we use delve deeper our assessment nature resources. To address concern adopt dynamic RBV (Helfat Peteraf, 2003; Sirmon 2007) investigate re source response dynamism. This perspective proposes by managing capabilities possess. Thus, effective environments actively alter their profile We select banking industry as context for current study because undergone significant result deregulation, rapidly changing technology, major consolidation, important macro-economic (Greenspan, 2007). As consequence dynamism expect observe relationships between bank's bank performance. Another critics is relevant (Priem Butler, 2001). Miller Shamsie (1996) argue researchers add precision specifying different types advantages associated Additionally, treats knowledge being equal other (e.g., physical financial), thereby allowing equifinality among numerous resource configurations (Foss Knudsen, Priem focus two critical organizations: human capital social capital. conceptualize function individuals' organizationally-specific stocks about generates value. interpret value an individual's individuals. firm's individualistic processes, didactic processes. Both explicitly identified be directly linked performance (Collins Clark, Edvinsson Malone, 1997; Hitt 2001; Pennings 1998; Subramaniam Youndt, 2005; Youndt 2004). resources, consistent efforts research identify relational core competencies (Herremans Isaac, 2004), particularly well suited these adapted much more quickly than hard organizational assets such plant equipment (Dyer Singh, 1998). These also interdependent strong cannot exist without intended contributions twofold. First, rather static sense. accomplish linking Second, define capital, internal external relationship variables personal sector financial services industry. …