Date of Award
6-30-2016
Document Type
Open Access Dissertation
Department
Moore School of Business
Sub-Department
Business Administration
First Advisor
Robert E. Ployhart
Abstract
Despite increasing scholarly interest in star employees, there remains confusion as to (1) what a star is, (2) how organizations can share in the value they create, and (3) whether notifying them of their star status within organizations increases or decreases a star’s turnover intentions and value capture. In light of these knowledge gaps, I seek to make the following contributions in this dissertation. First, I review recent multidisciplinary conceptual development that has led to a unified definition of stars: individuals that exhibit prolonged and disproportionately high performance, visibility, and social capital. Second, while prior work suggests that, to capture more value, organizations must impose barriers that constrain the mobility of stars, I take an alternative perspective, drawing from the micro literature on organizational embeddedness to identify voluntary mobility constraints. Third, there is surprisingly little research on whether stars should be notified of their star status in the organizational setting despite the practical implications it might have on their turnover intentions and an organizations ability to capture value from them. Consequently, I build theory to understand the implications of star status notification on subsequent turnover intentions and value capture. Mixed support for hypotheses is achieved from a field sample of “high potential” employees in a mid-sized financial services firm. Notably, important antecedents of embeddedness and retention among stars are discovered and discussed.
Rights
© 2016, Matthew Call
Recommended Citation
Call, M.(2016). Organizational Value Capture, Embeddedness, and Status Notification Among Star Employees. (Doctoral dissertation). Retrieved from https://scholarcommons.sc.edu/etd/3502