Handbook of Research on Strategic Human Capital Resources
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Handbook of Research on Strategic Human Capital Resources

Edited by Anthony J. Nyberg and Thomas P. Moliterno

Strategic human capital resources are a relatively new construct with a scholarly literature that is still evolving. Work in this area requires the integration of multiple theoretical perspectives and empirical approaches, but that integration rarely occurs. Within these pages, the editors have combined the voices of leading scholars from a wide range of disciplinary backgrounds to provide a comprehensive introduction to the current state of the field.
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Chapter 20: Mobilizing human capital to manage negative events

Y. Sekou Bermiss and Samantha Darnell

Abstract

This chapter proposes a model for strategic human capital resource mobilization within the firm. A firm mobilizes its human capital resources when it engages in actions that bring these resources into use for a particular purpose. We use the context of how firms respond to negative events, such as scandal and crisis, to highlight how strategic human capital resources can be mobilized for the specific purpose of helping a firm maintain its competitive advantage in the marketplace. Furthermore, we differentiate between preventative HCRs that must be mobilized before a negative event occurs and reactive HCR that can be mobilized after a negative event has occurred. This model extends the current research on organizational actions to threats which has focused on physical and financial resources while largely ignoring the role of human capital resources.

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