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"Firm-Specific Knowledge Resources and Competitive Advantage: The Roles of Economic- and Relationship-Based Employee Governance Mechanisms"
Heli C. Wang, Jinyu He, and Joseph T. Mahoney
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First Author :
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Heli C. Wang
Management of Organizations
Hong Kong University of Science & Technology, School of Business and Management
Kowloon, Hong Kong
China
852-2358-7743
852-2335-5325 (Fax)
mnheli@ust.hk
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Second Author :
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Jinyu He
Management of Organizations
Hong Kong University of Science & Technology, School of Business and Management
Kowloon, Hong Kong
China
852-2358-7738
852-2335-5325 (Fax)
mnjhe@ust.hk
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Third Author :
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| Abstract : |
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| The resource-based view of the firm emphasizes the role of firm-specific resources, especially firm-specific knowledge resources, for enabling a firm to gain and sustain competitive advantage. However, since the deployment of firm-specific knowledge frequently requires key employees to make specialized human capital investments that are not easily transferable to other settings, employees with foresight may be reluctant to make these specialized investments. This paper explores both economic- and relationship-based governance mechanisms that potentially mitigate this under-investment problem. The appropriate use of these governance mechanisms enables firms to obtain greater performance from their efforts to deploy firm-specific knowledge resources. Empirical results further support these arguments. |
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| Keywords : |
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| and the Resource-based View of the Firm, Employee Governance Mechanisms, Employee Human Capital, Firm-specific Knowledge Resources |
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| Footnotes & Acknowledgements : |
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| We thank Amy Hillman and Evan Offstein for their helpful comments and suggestions, and Kozhikode Rajiv Krishnan for excellent data assistance. This research was supported by the Hong Kong Research Grants Council through RGC grant HKUST6251/03H. |
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| Manuscript Received :
2007
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| Manuscript Published :
February 22, 2007
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