Strategic human capital analytics and new venture performance: role of dual nationality founding member
| Date | 05 November 2024 |
| Pages | 151-175 |
| DOI | https://doi.org/10.1108/JIC-02-2024-0033 |
| Published date | 05 November 2024 |
| Subject Matter | Information & knowledge management,Knowledge management,HR & organizational behaviour,Organizational structure/dynamics,Accounting & finance,Accounting/accountancy,Behavioural accounting |
| Author | Misbah Faiz,Naukhez Sarwar,Adeel Tariq,Ricardo Vinícius Dias Jordão,Mumtaz Ali Memon |
Strategic human capital analytics
and new venture performance:
role of dual nationality
founding member
Misbah Faiz and Naukhez Sarwar
NUST Business School, National University of Sciences and Technology,
Islamabad, Pakistan
Adeel Tariq
LUT Kouvola Unit, Lappeenranta-Lahti University of Technology, Kouvola, Finland
Ricardo Vin�
ıcius Dias Jord~
ao
Swiss Management Center, Zug, Switzerland and
Center for Advanced Studies in Management and Economics, CEFAGE-UE,
�
Evora, Portugal, and
Mumtaz Ali Memon
NUST Business School, National University of Sciences and Technology,
Islamabad, Pakistan and
Faculty of Business, Sohar University, Sohar, Oman
Abstract
Purpose –Strategic human capital analytics (SHCA) has proven to be promising for improved organizational
performance; however, research remains unclear about its influence on new venture performance. Building on
the dynamic capabilities view (DCV), this study investigates the relationship between SHCA and new venture
performance via generative capabilities with the moderating role of dual nationality founding members.
Design/methodology/approach –A quantitative research study has been carried out. Data was collected via
a survey form from 313founding members of new tech ventures and analyzed using Hayes process macro model.
Findings –Research results show that the generative capability mediates the linkages between SHCA and
new venture performance. Whereas, the dual nationality of a founding member strengthens the linkages
between SHCA and generative capability due to their diverse perspective, larger networks, cognitive
flexibility, and resilience, which are important for generative capabilities and SHCA.
Journal of
Intellectual
Capital
151
© Misbah Faiz, Naukhez Sarwar, Adeel Tariq, Ricardo Vin�
ıcius Dias Jord~
ao and Mumtaz Ali Memon.
Published by Emerald Publishing Limited. This article is published under the Creative Commons
Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of
this article (for both commercial and non-commercial purposes), subject to full attribution to the original
publication and authors. The full terms of this license may be seen at http://creativecommons.org/licences/
by/4.0/legalcode
Authors acknowledge the financial support from: National Funds of the FCT - Portuguese Foundation
for Science and Technology within the project “UID / ECO / 04007/2021”.
Funding: This research did not receive any specific grant from funding agencies in the public,
commercial, or not-for-profit sectors.
Erratum: It has come to the attention of the publisher that the article, Faiz, M., Sarwar, N., Tariq, A.,
Jord~
ao, R.V.D. and Memon, M.A. (2024), “Strategic human capital analytics and new venture performance:
role of dual nationality founding member”, Journal of Intellectual Capital, Vol. 25 No. 7, pp. 151-175. https://
doi.org/10.1108/JIC-02-2024-0033, was published with the incorrect affiliation details for Ricardo Vin�
ıcius
Dias Jord~
ao. This error was introduced in the production process and has now been corrected in the online
version. The publisher sincerely apologises for this error and for any inconvenience caused.
The current issue and full text archive of this journal is available on Emerald Insight at:
https://www.emerald.com/insight/1469-1930.htm
Received 2 February 2024
Revised 11 April 2024
16 May 2024
Accepted 26 June 2024
Journal of Intellectual Capital
Vol. 25 No. 7, 2024
pp. 151-175
Emerald Publishing Limited
1469-1930
DOI 10.1108/JIC-02-2024-0033
Originality/value –The originality of these results lies in the exploration of the linkages between dual
nationality and generative capability, as well as the special elements, such as diverse perspectives, larger
networks, cognitive flexibility, and resilience, which are highlighted as possible advantages of dual
nationality in the context of SHCA and new venture performance.
Keywords Human capital analytics, New venture performance, Generative capability,
Dual nationality founding member, Dynamic capability view
Paper type Research paper
1. Introduction
Strategic human capital analytics (SHCA) holds significance for the provision of strategic
and predictive analytics thereby promising to resolve strategic issues and to assess progress
(Samson and Bhanugopan, 2022). Since business performance is at stake, critical business
decisions regarding human capital should be on time, accurate, and based on predictive
analytics (Phillips et al., 2012), instead of making decisions based on intuition. If a firm fails to
incorporate SHCA within its process and systems then a critical component of a firm is
disconnected from its business strategy (Samson and Bhanugopan, 2022). The promise that
SHCA holds has enabled scholars to delve deeply into the field, as analytics based on big data
hold immense importance for new ventures (Malyy et al., 2021). However, a mismatch and
lack of enthusiasm exist in the empirical literature focusing on SHCA and new venture
performance. The literature reflects an absence of analytics and effective metrics for tackling
key business issues, which hinders the venture’s progress. With an abnormally high failure
rate of new ventures of 90% (Dang, 2022), there is a dire need for new ventures to enhance
their performance.
SHCA can be defined as a model that recognizes human capital as the main differentiator
for a business leading toward competitive advantage that makes use of foretelling analytics
to explain strategic-level challenges (Samson and Bhanugopan, 2022). Google successfully
uses SHCA to boost performance and manage its staff, among other company operations.
Google employs data-driven tactics to improve retention, engagement, and overall
performance by examining turnover drivers and identifying top-performing employee
qualities (Shrivastava et al., 2018). SHCA can be an essential component of evaluating and
managing the success of new businesses and utilizing its advantages for better results, it
may even help to lower their failure rate (Dang, 2022). A new venture can build and manage a
team based on required competencies. Moreover, finding personnel matching similar
competencies increases with SHCA.
Researchers have explored different drivers of new ventures such as Venkatraman and
Ramanujam (1986) highlighted three distinct categories of performance, which include
financial performance, operational performance, and organizational effectiveness. The
Uppsala model (Vahlne and Johanson, 2017) reflects that performance tends to be impacted
by development processes, commitment processes, dynamic capabilities, and operational
processes. Furthermore, the study of Stuart and Abetti (1987) empirically shows that chosen
structure and strategy influence performance. Virany and Tushman (1986) found that
entrepreneurial teams and founders have an impact on performance. Social media marketing
is considered to be another important determinant of new venture performance (Venciute
et al., 2023). Other factors include business founder resources, environment and strategy,
cross-culture effect (Yang and Yang, 2022), organizational improvisation and serendipity
(Fultz and Hmieleski, 2021), green entrepreneurial orientation (Ameer and Khan, 2022),
entrepreneurial orientation (Donbesuur et al., 2020), technological innovativeness and
market innovativeness (Ding and Ding, 2022), power hierarchy (Xie et al., 2020), CEO duality
(Gan and Erikson, 2022), firm capabilities (Gupta and Chauhan, 2021), reputation (Taeuscher,
2019), returnee board members (Lin et al., 2018), entrepreneur’s improvisational behavior
(Adomako et al., 2018), and dynamic capabilities (Jiao et al., 2013).
JIC
25,7
152
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