Intellectual Capital configurations and value creation for end-users: towards a conceptual model of HR Shared Services

Research output: Contribution to conferencePaper

29 Downloads (Pure)

Abstract

The ways by which intellectual capital (IC) drives value creation is often limitedly understood, particularly in the case of Human Resource Shared Services (HRSS), as its components – human, organizational and social capital – are treated as independent and separate constructs. In this paper, a configuration approach to intellectual capital is adopted in order to develop a conceptual framework that provides an in-depth understanding of the ways in which intellectual capital creates value for HRSS end-users. We argue that the interrelationships among human, organisational and social capital form value-creating IC configurations which value creation capability is contingent upon the type of HR services offered. Through this, we contribute by explaining how intellectual capital drives value creation, and how HRSS may make use of their human, organisational and social capital to create value for their end-users.
Original languageUndefined
Pages-
Number of pages37
Publication statusPublished - 6 Aug 2010
Event70th Academy of Management Annual Meeting 2010: Dare to Care: Passion and Compassion in Management Practice and Research - Montreal, Canada
Duration: 6 Aug 201010 Aug 2010
Conference number: 70

Conference

Conference70th Academy of Management Annual Meeting 2010
CountryCanada
CityMontreal
Period6/08/1010/08/10

Keywords

  • METIS-266318
  • service segmentation
  • Value creation
  • Configurations
  • IR-79640
  • intellectual capital
  • human resource shared services

Cite this

@conference{76c0510de40440f9972e7e7375cad373,
title = "Intellectual Capital configurations and value creation for end-users: towards a conceptual model of HR Shared Services",
abstract = "The ways by which intellectual capital (IC) drives value creation is often limitedly understood, particularly in the case of Human Resource Shared Services (HRSS), as its components – human, organizational and social capital – are treated as independent and separate constructs. In this paper, a configuration approach to intellectual capital is adopted in order to develop a conceptual framework that provides an in-depth understanding of the ways in which intellectual capital creates value for HRSS end-users. We argue that the interrelationships among human, organisational and social capital form value-creating IC configurations which value creation capability is contingent upon the type of HR services offered. Through this, we contribute by explaining how intellectual capital drives value creation, and how HRSS may make use of their human, organisational and social capital to create value for their end-users.",
keywords = "METIS-266318, service segmentation, Value creation, Configurations, IR-79640, intellectual capital, human resource shared services",
author = "Meijerink, {Jeroen Gerard} and Tatiana Bondarouk and Looise, {Jan C.}",
year = "2010",
month = "8",
day = "6",
language = "Undefined",
pages = "--",
note = "null ; Conference date: 06-08-2010 Through 10-08-2010",

}

Meijerink, JG, Bondarouk, T & Looise, JC 2010, 'Intellectual Capital configurations and value creation for end-users: towards a conceptual model of HR Shared Services' Paper presented at 70th Academy of Management Annual Meeting 2010, Montreal, Canada, 6/08/10 - 10/08/10, pp. -.

Intellectual Capital configurations and value creation for end-users: towards a conceptual model of HR Shared Services. / Meijerink, Jeroen Gerard; Bondarouk, Tatiana; Looise, Jan C.

2010. - Paper presented at 70th Academy of Management Annual Meeting 2010, Montreal, Canada.

Research output: Contribution to conferencePaper

TY - CONF

T1 - Intellectual Capital configurations and value creation for end-users: towards a conceptual model of HR Shared Services

AU - Meijerink, Jeroen Gerard

AU - Bondarouk, Tatiana

AU - Looise, Jan C.

PY - 2010/8/6

Y1 - 2010/8/6

N2 - The ways by which intellectual capital (IC) drives value creation is often limitedly understood, particularly in the case of Human Resource Shared Services (HRSS), as its components – human, organizational and social capital – are treated as independent and separate constructs. In this paper, a configuration approach to intellectual capital is adopted in order to develop a conceptual framework that provides an in-depth understanding of the ways in which intellectual capital creates value for HRSS end-users. We argue that the interrelationships among human, organisational and social capital form value-creating IC configurations which value creation capability is contingent upon the type of HR services offered. Through this, we contribute by explaining how intellectual capital drives value creation, and how HRSS may make use of their human, organisational and social capital to create value for their end-users.

AB - The ways by which intellectual capital (IC) drives value creation is often limitedly understood, particularly in the case of Human Resource Shared Services (HRSS), as its components – human, organizational and social capital – are treated as independent and separate constructs. In this paper, a configuration approach to intellectual capital is adopted in order to develop a conceptual framework that provides an in-depth understanding of the ways in which intellectual capital creates value for HRSS end-users. We argue that the interrelationships among human, organisational and social capital form value-creating IC configurations which value creation capability is contingent upon the type of HR services offered. Through this, we contribute by explaining how intellectual capital drives value creation, and how HRSS may make use of their human, organisational and social capital to create value for their end-users.

KW - METIS-266318

KW - service segmentation

KW - Value creation

KW - Configurations

KW - IR-79640

KW - intellectual capital

KW - human resource shared services

M3 - Paper

SP - -

ER -