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Intelligence or general mental ability (GMA) is a strong predictor of job performance across most occupations, and educational attainment has been shown to be a predictor of entrepreneurial outcomes. However, there has been little research examining the simultaneous effects of entrepreneurs’ GMA and educational attainment on their venture outcomes. The purpose of this paper is to examine the impact of these human capital resources on venture performance and survival.

Using a sample of 234 self-employed entrepreneurs from a longitudinal database, regression analysis was employed to examine the predictors of venture performance. A hazard model was utilized to assess venture survival.

Entrepreneurs’ intelligence influenced venture performance directly and indirectly via educational attainment. Entrepreneurs with higher GMA were subsequently able to obtain more education, and GMA had an indirect, positive influence on venture performance through this additional educational attainment. Findings also demonstrated an inverted-U, curvilinear effect on venture survival for GMA and educational attainment. This indicates that both intelligence and educational attainment should be considered when examining how likely entrepreneurs are to persist or survive in their ventures.

Entrepreneurs with higher GMA had ventures that performed better and obtained more education, which influenced venture survival. These findings suggest that entrepreneurs’ intelligence is likely to be an important predictor of venture outcomes, as well as a source of entrepreneurs’ human capital acquisition. Therefore, GMA should have a more central role in the human capital discussion within the entrepreneurship literature.

COVID-19 once again showed the importance of building resilience in supply chains. Extant research on supply chain resilience management has successfully identified a set of organizational antecedents that contribute to supply chain resilience. However, little is known about the mechanisms by which these antecedents are developed within a firm. Drawing on the dynamic managerial capabilities theory, the current study aims to investigate the critical role that supply chain managers play in developing the organizational antecedents. Specifically, this study shows that supply chain managers' social capital, human capital and cognition are instrumental to the development of three organizational supply chain resilience antecedents: visibility, responsiveness and flexibility, which subsequently enhance the firm's supply chain resilience.

The authors employ survey data collected from 598 manufacturing firms in Australia, and Hayes and Preacher's (2014) parallel multiple mediator model to empirically test the hypotheses.

The findings of the study establish that supply chain managers' social capital, human capital and cognition indeed have implications for developing supply chain resilience. Furthermore, the mediators through which managers' social capital, human capital and cognition improve supply chain resilience are identified in the current study.

The study contributes to the extant literature on supply chain resilience, investigating the role that supply chain managers play in developing the resilience of their firm.

The purpose of this study is to explore the role of accountants as advisors in professional services firms (PSFs), and it examines the impact of digital transformation on the work, knowledge and skills of accountants in their role as advisors in PSFs.

Data were collected using semi-structured interviews predominantly with partners in Australian PSFs, including the Big4 and directors of professional accounting bodies.

The findings show that accountants as advisors fill a critical role in PSFs as they represent substantial human capital for such firms. Accountants as advisors are a valuable strategic resource because of their unique capabilities in combining generic human capital with digital human capital and social capital resources. Some differences between the Big4 and non-Big4 were found in terms of services offered that were attributable to the respective industry foci and resource availability.

The findings have broader implications for both the accounting profession and the education sector in terms of providing a better, and more overt, understanding of what the future holds for the accounting profession and the relevant knowledge and skills required. Also, recruiters and managers at PSFs are likely to benefit from the findings.

Evidence from PSFs provides insights into an evolutionary path for the accounting profession, and the knowledge and skills accountants need to work in that increasingly competitive domain, due to digital transformation.

This study examines how managers' human capital, time spent with employees and employees' human capital can influence employees' career advancement. While research tends to find a positive relationship between human capital and career advancement, less attention is paid the effect of managers' human capital on employee careers. A combination of human capital and social capital theories is used to develop hypotheses.

A five-year sample of American football players selected in the National Football League (NFL) draft is used to test the hypotheses. Archival data for human capital, social capital and career success measures are used, and OLS regression analyses test the hypotheses.

The authors find employees with higher levels of human capital experience greater career advancement. Managers' human capital moderates this relationship and the length of time worked together by the employee–manager dyad. The relationship between employees' human capital and career advancement is strengthened when managers have high levels of human capital.

The results of this study indicate that individuals with higher levels of human capital and social capital have greater career success. When individuals have higher levels of human capital it is important for them to determine how long they should work for a particular manager before advancing in their careers. Individuals with higher levels of human capital may need lees time working for a manager than those with lower levels of human capital before advancing in their careers.

This study contributes to careers and human resource management research by examining the moderating impact that manager human capital and time employees spend with a manager have on the relationship between employee human capital and employee career advancement.

The human capital of a leader and the human capital of the employees who work for the leader can impact the bonus earned by the leader. Little to no research has examined data that includes the maximum potential bonus that could be earned by a leader and the actual bonus earned. This information provides a closer examination of leader performance and the impacts of leader and employee human capital on the bonus earned by the leader.

The authors use a sample of NCAA college football teams and head coaches over two years to test their hypotheses. They measure the human capital of the team and the human capital of the head coach. In addition, the authors assess the percentage earned by the head coach of the maximum potential bonus possible.

The authors find that a coach's human capital and the human capital of their team positively and significantly predict the percentage of the maximum possible bonus earned by the head coach.

The results of this study indicate the importance of leader human capital to a leader's ability to earn more of their maximum potential bonus. Additionally, if a leader is able to surround himself or herself with highly talented employees, it will benefit the leader in terms of the amount of bonus earned.

This study extends previous research to provide a more complete picture of factors that influence a leader's ability to earn more of their maximum possible bonus. The authors’ findings that both the human capital of the leader and the human capital of employees who work for the leader impact the amount of bonus earned by the leader add value to human resource management research. Specifically, when examining factors that impact a leader's bonus earnings, it is important to consider not only characteristics of the leader but also factors apart from the leader, such as the leader's employees.

The paper tries to investigate the impact of applications of the resource-based view (RBV) theory in the management field to improve the firm’s profitability. Global firms are innovating and adopting new technology, paving the way to improve their performance.

We have adopted RBV in management practices such as marketing, strategy, finance, and human resources.

RBV has gained researchers' attention with the growing competitive world and new challenges to retaining customers and achieving their pre-defined targets. We attempt to identify the issues related to the usage of RBV in management.

Using RBV in management may help researchers create a competitive mindset and be prepared for uncertain challenges in the business world.

Although employee stock ownership may result in increased cash flows due to enhanced organizational productivity or improved governance, this benefit is counterbalanced by the increased risk premium due to a higher correlation between the returns to the firm and the returns to human capital in general. For corporations that employ people with commonplace skills, employee stock ownership results in increased systematic risk, so the optimal level of employee stock ownership is small. When skills are unique, however (so the returns have low correlation with the returns to human capital in general), the optimal level of employee stock ownership is high, with strong incentives for outsourcing – not just the routine easily repeatable tasks but also research, product development, and other highly specialized tasks requiring knowledge not present within the firm. These conclusions hold even without conflicts of interest between owners and employees, but are strengthened in the presence of such conflicts. Incentives for greater employee ownership are further strengthened by the higher costs of becoming or remaining a public corporation that have been imposed by the Sarbanes–Oxley Act of 2002. This analysis provides a framework for optimizing employee incentives from stock ownership.

This study aims to follow the development of human intellectual capital indicators over a six‐year period and to bring forward the production, transmission and reception of indicators in order to interpret the ambitions and technological and programmatic properties that characterize the development of the indicators. The case builds around an organization that collects human resource data from various organizations and redistributes indicators for benchmarking purposes.

The paper is based on a case, complemented with a survey. The design of the study is labeled as a case story, since it does not emphasize the organization itself, but rather the empirical material is analyzed to illustrate the production, transmission and reception of human capital measurements. The study thus follows the evolution of indicators in an organization specializing in human intellectual capital indicators.

The main conclusion of the study is that indicators may legitimize, serve as a heuristic tool for learning or mobilize the organization. The paper also suggests that human intellectual capital indicators may be produced, transmitted and received differently in relation to their technological and programmatic logics.

The study suggests that there is a need to develop a theory of indicators.

By emphasizing that not all that gets measured gets managed the paper's classification makes it possible to understand how indicators may contribute to the organization in different ways.

This study aims to examine how temporary employment and organizational size moderate the effect of human capital on firm performance. The authors also analyze the overall effect of human capital, temporary contracts and organizational size on firm performance. This enables them to identify which combination of these three variables leads to the highest levels of profitability.

From a sample of 1,403 Spanish firms, the authors carry out a comparative analysis of the impact of human capital on labor productivity and return on sales among small and large companies with high and low use of temporary employment.

The positive effect of human capital on return of sales is greater in large firms with low temporary employment than in small firms with high temporary employment. In addition, this positive effect is not universal because in some scenarios it is not significant. The most beneficial context is that of large companies with a high level of human capital and a low use of temporary employment.

The results should be interpreted within the Spanish manufacturing sector.

Decisions about investment in human capital and the use of temporary workers should be taken jointly by personnel managers, in accordance with the size of the firm. If this holistic view is ignored, a full understanding of the impact of human capital on firm performance will be obscured. On the other hand, a common feature that large and small firms share is an incompatibility between human capital and temporary employment.

Growing interest has been shown in the degree to which investment in human capital contributes to firm performance; yet limited research attention has been paid to the contextual conditions that moderate this relationship. Investment in human capital can be more beneficial in some scenarios than in others.

Knowledge management literature highlights the fact that, in the new economy, the achievement of a sustained competitive advantage depends on firm’s capacity to develop and deploy its knowledge‐based resources. However, not all resources are equally important for the achievement of this competitive edge. In this sense, this paper proposes an integrative framework for the analysis of human capital combining the advances from three different areas of research: knowledge management, intellectual capital, and strategic human resource management. Juxtaposing two dimensions – value and uniqueness – it analyzes the different forms of firm’s human capital. These are the following: idiosyncratic, ancillary, core and compulsory. Furthermore different human resources practices that should be used to manage such specific forms of human capital are described.