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Mapping human capital and organisational competitive advantage: a case study of European learning organisations

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  • Patricia Ordonez de Pablos

Abstract

This paper develops a conceptual framework for the analysis of human capital. It is divided into three sections. In the first section, we emphasise the importance of the firm's stock of intangible resources for the attainment of a sustainable competitive advantage. In the second section, using the conceptual framework developed previously, we analyse different types of human capital: compulsory, ancillary, idiosyncratic and core human capital. We also describe configurations of human resource management practices that best develop and support each form of human capital present in the firm. Finally, in the last section we present the results of our case study.

Suggested Citation

  • Patricia Ordonez de Pablos, 2004. "Mapping human capital and organisational competitive advantage: a case study of European learning organisations," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 4(3), pages 256-266.
    • Handle: RePEc:ids:ijhrdm:v:4:y:2004:i:3:p:256-266
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    Cited by:

    1. Oluseye Oladayo Jegede & Matthew O. Ilori & Martins Olusola Olorunfemi & Billy A. Oluwale, 2016. "On the link between human capital, innovation and performance: evidence from a resource-based economy," International Journal of Learning and Intellectual Capital, Inderscience Enterprises Ltd, vol. 13(1), pages 27-49.

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