Search

Supplemental material, sj-docx-1-jom-10.1177_01492063221085912 for Human Capital Resources: Reviewing the First Decade and Establishing a Foundation for Future Research by Caitlin Ray, Spenser Essman, Anthony J. Nyberg, Robert E. Ployhart and Donnie Hale in Journal of Management

Supplemental material, sj-docx-1-jom-10.1177_01492063221139422 for The Collective Candidate Experience: Theory and Business Unit Consequences by Lynn A. McFarland, Robert E. Ployhart, William J. Shepherd, and Melanie M. Ward in Journal of Management

Supplemental material, sj-docx-1-jom-10.1177_01492063221139422 for The Collective Candidate Experience: Theory and Business Unit Consequences by Lynn A. McFarland, Robert E. Ployhart, William J. Shepherd, and Melanie M. Ward in Journal of Management

Supplemental material, sj-docx-1-jom-10.1177_01492063221085912 for Human Capital Resources: Reviewing the First Decade and Establishing a Foundation for Future Research by Caitlin Ray, Spenser Essman, Anthony J. Nyberg, Robert E. Ployhart and Donnie Hale in Journal of Management

Supplemental material, JOM868016_supplementary_material for Bridging Methodological Divides Between Macro- and Microresearch: Endogeneity and Methods for Panel Data by Paul D. Bliese, Donald J. Schepker, Spenser M. Essman and Robert E. Ployhart in Journal of Management

Despite managers' claims that their organization's human capital is their most important asset, few can confidently state the financial value of that resource or quantify in financial terms how changes in management practices, culture, or workforce composition affect the value of that resource. Scholars of strategic human capital and strategic human resource management face a similar situation, relying more on inferences about human capital resource value than on empirical measures of it. In an effort to explicate the challenges associated with financial valuation so that scholars can begin to move past them, we provide a multidisciplinary review of existing work that has been concerned with the estimation, disclosure, and management of the financial value associated with an organization's human capital resources. We propose a multilevel organizing framework to facilitate the linkage between the financial valuation issues highlighted in our review and the recent literature on strategic human capital/strategic human resource management. Based on the insights drawn from this review, we then propose a series of next steps or action items to stimulate future research that holds promise for yielding both new theoretical insights and important practical implications for organizations. Refereed/Peer-reviewed