Managing human capital The study of a self‐managed group venturing into the digital economy

Managing human capital The study of a self‐managed group venturing into the digital economy One of the keys to success in the digital economy is the appropriate management of human capital. Because of sweeping technological changes, old behaviors of human capital management may not be suitable in the digital domain. Traditional businesses will need to evolve and radically transition themselves into an electronic business mode. This study implements a rigorous qualitative case study methodology to examine an electronic business corporate entrepreneurship team within a large, traditional business. Faced with the need to work at "Web speed", this group had to adapt quickly, both to complete its task on time and to master a steep learning curve. This process is examined systematically, in order to examine the major research question: "What are the changes necessary to support the transition of a new venture creation team as it moves from the traditional domain into the digital economy domain?" Through in-depth interviews, this study examines the transition process, drawing conclusions that may have far-reaching ramifications for both practice and theory in human capital management. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Decision Emerald Publishing

Managing human capital The study of a self‐managed group venturing into the digital economy

Management Decision, Volume 42 (2): 24 – Feb 1, 2004

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0025-1747
DOI
10.1108/00251740410513836
Publisher site
See Article on Publisher Site

Abstract

One of the keys to success in the digital economy is the appropriate management of human capital. Because of sweeping technological changes, old behaviors of human capital management may not be suitable in the digital domain. Traditional businesses will need to evolve and radically transition themselves into an electronic business mode. This study implements a rigorous qualitative case study methodology to examine an electronic business corporate entrepreneurship team within a large, traditional business. Faced with the need to work at "Web speed", this group had to adapt quickly, both to complete its task on time and to master a steep learning curve. This process is examined systematically, in order to examine the major research question: "What are the changes necessary to support the transition of a new venture creation team as it moves from the traditional domain into the digital economy domain?" Through in-depth interviews, this study examines the transition process, drawing conclusions that may have far-reaching ramifications for both practice and theory in human capital management.

Journal

Management DecisionEmerald Publishing

Published: Feb 1, 2004

Keywords: Self‐managed teams; Corporate ventures; Management development; Capital ventures; Electrotechnology

References

  • Entrepreneurial versus conservative firms: a comparison of strategies and performance
    Covin, J.G.
  • Commitment to innovation: the impact of top management team characteristics
    Daellenbach, U.S.; McCarthy, A.M.; Schoenecker, T.S.

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