Strategic positioning, human capital, and performance in service organizations: a customer interaction approach
Strategic Management JournalPublished 3 December 2003Open access
Bruce C. Skaggs, Mark A. Youndt
Citations342
SJR quartileQ1
SJR score10.18
SNIP3.84
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TL;DR
This study employs a customer interaction approach to examine how service organizations' strategic positioning relates to their human capital, and how the interaction between strategic positioning and human capital impacts organizational performance.
Abstract
Abstract This study employs a customer interaction approach to examine how service organizations' strategic positioning relates to their human capital, and how the interaction between strategic positioning and human capital impacts organizational performance. Results from 234 service organizations in 96 different industries indicate very strong relationships between strategic positioning choices and human capital. We also find that certain combinations of strategic positioning and human capital result in superior performance. Copyright © 2003 John Wiley & Sons, Ltd.
Keywords
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