Date of Award


Document Type

Open Access Dissertation


Moore School of Business


Business Administration

First Advisor

Robert E. Ployhart


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.