Testing a Model of Social Capital and the Human Capital Resource on Business Performance
The extant research literature has explored human capital relationships in significant detail over a period spanning 30 years. However, despite a well-developed set of ontological frameworks, with many of these at the individual-level of knowledge, skills and abilities, the embeddedness between various components of the human capital resource (HCR) remains unclear. Intellectual capital (IC) is comprised of individual human capital (HC), the human capital resource (HCR), organisation capital (OC) and social capital (SC). This research aims to explore and identify the drivers of the SC component of the HCR and how dynamic capability (DC) is achieved that enhances organisation performance. A second aim is to make a contribution to the extant literature by exploring and analysing theoretical and empirical inputs to shed more light on these links. The research will also identify the influence of SC on managerial capability to enhance organisation performance given that recent literature posits that it is unclear where SC starts and ends.
The project is in the initial phase and constitutes a literature review to identify the independent and dependent variables to be explored. The research is expected to identify several moderators and mediators between the key variables and to address a number of critical gaps and questions posed by contemporary literature. The research team’s preliminary research suggests that a conceptual model to better explore these relationships is important and highly relevant to existing research. Our hope is to develop and test a new construct that will make much clearer the connection and correlation of key variables related to the HCR and to clear up the relationships between antecedents and outcomes.
Our aim is to submit the final results to the Journal of Management in the second half of 2019 with the preliminary results to be presented at the Academy of Management in 2019. The research team consists of: Peter A. Murray, USQ (project leader), Prof Deborah Blackman, UNSW, Prof Pieter Nel (Unitec), Dr Gian Casimir, USQ and Dr Kim Southey, USQ.
Peter is Professor of Management at the University of Southern Queensland and is Head of the Management School. He has previously worked at Macquarie University (Sydney) and Western Sydney University before taking up his current role. His research interests lie in human capital and diversity management with over 60 publications. Professor Murray has published in many Quartile 1 high ranked journals including Human Resource Management Journal, International Journal of Human Resource Management, Management Learning, Management Decision and many more. He is author and co-author of four books with his most recent editorship of the Palgrave Handbook of Knowledge Management which was published in May 2018.