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1 – 2 of 2Gráinne Kelly, Michele Mastroeni, Edel Conway, Kathy Monks, Katie Truss, Patrick Flood and Enda Hannon
The aim of this paper is to contribute to understanding the nature of specialist and generalist human capital by exploring the ways in which knowledge workers view their…
Abstract
Purpose
The aim of this paper is to contribute to understanding the nature of specialist and generalist human capital by exploring the ways in which knowledge workers view their experience of working in specialist and generalist roles in pharmaceutical firms in Ireland and the UK.
Design/methodology/approach
The findings are based on interviews with 55 knowledge workers employed in a range of scientific, technical and managerial positions in four Irish and two UK firms located in the pharmaceutical sector. Interviews were also conducted with nine human resource/training and development managers within these six firms.
Findings
The findings suggest that the categorisation of human capital as either specialist or generalist is too rigid and does not take account of the fact that individuals may themselves choose to shape their careers by investing in a range of education, training and development opportunities that will enable them to move between specialist and generalist roles.
Originality/value
The paper unpacks the concepts of specialist and generalist human capital from an employee perspective and challenges the sharp distinction that is made between specialist and generalist human capital.
Details
Keywords
This paper aims to explore the contrast between stable and dynamic labour markets in academe in light of career theories that were originally developed for business environments.
Abstract
Purpose
This paper aims to explore the contrast between stable and dynamic labour markets in academe in light of career theories that were originally developed for business environments.
Design/methodology/approach
A conceptual design, offering the eco‐system as a framework.
Findings
It evaluates their relevance and applicability to dynamic and global academic labour markets using the emerging novel eco‐system theory. Lessons are drawn for individual scholars employed in the higher education sector as well as to institutions.
Practical implications
The paper suggests practical indications for people‐management within academe. It integrates human capital theory, psychological‐contract concepts and career perspectives about people‐management with practical career advice for the sector.
Originality/value
The paper offers a conceptual framework to better understand labour markets, in particular academic labour markets, using eco‐system as a strong explanatory power.
Details