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Build vs Buy Dynamics: Computationally Modeling the Effects of Internal and External Hiring Preferences Across Time, Job Level, and Structure- [electronic resource]
Build vs Buy Dynamics: Computationally Modeling the Effects of Internal and External Hiring Preferences Across Time, Job Level, and Structure- [electronic resource]
상세정보
- 자료유형
- 학위논문파일 국외
- 최종처리일시
- 20240214101926
- ISBN
- 9798380878159
- DDC
- 150
- 서명/저자
- Build vs Buy Dynamics: Computationally Modeling the Effects of Internal and External Hiring Preferences Across Time, Job Level, and Structure - [electronic resource]
- 발행사항
- [S.l.]: : Michigan State University., 2023
- 발행사항
- Ann Arbor : : ProQuest Dissertations & Theses,, 2023
- 형태사항
- 1 online resource(167 p.)
- 주기사항
- Source: Dissertations Abstracts International, Volume: 85-06, Section: B.
- 주기사항
- Advisor: Carter, Dorothy.
- 학위논문주기
- Thesis (Ph.D.)--Michigan State University, 2023.
- 사용제한주기
- This item must not be sold to any third party vendors.
- 초록/해제
- 요약Extant staffing literature suggests that internally promoted candidates tend to yield greater performance outcomes than external hires. However, these findings are generally based on research designs that do not consider multilevel and temporal effects. The current study advances literature in this area by integrating prior research to develop a computational model that examines the impact of hiring externally vs. promoting internally on organizational competencies over time, across organizational levels and structures, and at different levels of organizational investment into employee skill acquisition. Results from virtual experiments suggest a cross-over interaction such that internal hires yield initial greater competency levels, but external hires yield greater competency levels in the long-run. Additionally, these results seem to hold at both the individual contributor and managerial levels. However, these results are contingent on the amount of headcount concentrated at a given level. Specifically, the long-term benefits of hiring externally are most apparent at levels of the organization where headcount is highly concentrated. Interestingly, investment in skill acquisition seems to exacerbate the benefits of hiring external hires over time. Together, these results have implications for staffing practices across different job levels and organizational structures.
- 일반주제명
- Psychology.
- 키워드
- Internal hiring
- 키워드
- External hiring
- 키워드
- Organizations
- 키워드
- Promotions
- 기타저자
- Michigan State University Psychology - Doctor of Philosophy
- 기본자료저록
- Dissertations Abstracts International. 85-06B.
- 기본자료저록
- Dissertation Abstract International
- 전자적 위치 및 접속
- 로그인 후 원문을 볼 수 있습니다.
MARC
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■00520240214101926
■006m o d
■007cr#unu||||||||
■020 ▼a9798380878159
■035 ▼a(MiAaPQ)AAI30696538
■040 ▼aMiAaPQ▼cMiAaPQ
■0820 ▼a150
■1001 ▼aSomaraju, Ajay Venkatram.
■24510▼aBuild vs Buy Dynamics: Computationally Modeling the Effects of Internal and External Hiring Preferences Across Time, Job Level, and Structure▼h[electronic resource]
■260 ▼a[S.l.]:▼bMichigan State University. ▼c2023
■260 1▼aAnn Arbor :▼bProQuest Dissertations & Theses, ▼c2023
■300 ▼a1 online resource(167 p.)
■500 ▼aSource: Dissertations Abstracts International, Volume: 85-06, Section: B.
■500 ▼aAdvisor: Carter, Dorothy.
■5021 ▼aThesis (Ph.D.)--Michigan State University, 2023.
■506 ▼aThis item must not be sold to any third party vendors.
■520 ▼aExtant staffing literature suggests that internally promoted candidates tend to yield greater performance outcomes than external hires. However, these findings are generally based on research designs that do not consider multilevel and temporal effects. The current study advances literature in this area by integrating prior research to develop a computational model that examines the impact of hiring externally vs. promoting internally on organizational competencies over time, across organizational levels and structures, and at different levels of organizational investment into employee skill acquisition. Results from virtual experiments suggest a cross-over interaction such that internal hires yield initial greater competency levels, but external hires yield greater competency levels in the long-run. Additionally, these results seem to hold at both the individual contributor and managerial levels. However, these results are contingent on the amount of headcount concentrated at a given level. Specifically, the long-term benefits of hiring externally are most apparent at levels of the organization where headcount is highly concentrated. Interestingly, investment in skill acquisition seems to exacerbate the benefits of hiring external hires over time. Together, these results have implications for staffing practices across different job levels and organizational structures.
■590 ▼aSchool code: 0128.
■650 4▼aPsychology.
■653 ▼aPerformance outcomes
■653 ▼aInternal hiring
■653 ▼aExternal hiring
■653 ▼aOrganizations
■653 ▼aPromotions
■653 ▼aStaffing practices
■690 ▼a0703
■690 ▼a0621
■690 ▼a0624
■71020▼aMichigan State University▼bPsychology - Doctor of Philosophy.
■7730 ▼tDissertations Abstracts International▼g85-06B.
■773 ▼tDissertation Abstract International
■790 ▼a0128
■791 ▼aPh.D.
■792 ▼a2023
■793 ▼aEnglish
■85640▼uhttp://www.riss.kr/pdu/ddodLink.do?id=T16935390▼nKERIS▼z이 자료의 원문은 한국교육학술정보원에서 제공합니다.
■980 ▼a202402▼f2024
