Strategic positioning, human capital, and performance in service organizations: a customer interaction approach

Bruce C. Skaggs · Mark A. Youndt

340 citations0/0 files storedStrategic Management Journal

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Human Resource and Talent Management Innovation and Knowledge Management Management and Organizational Practices

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.

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1980Significance tests and goodness of fit in the analysis of covariance structures.1980Competitive Strategy: Techniques for Analyzing Industries and Competitors 1979Review of Psychometric theory (2nd ed.).1979Transaction-Cost Economics: The Governance of Contractual Relations 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.2000What is strategy 1972Principles of Marketing 1988Organizations: Rational, Natural, and Open Systems

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