Publication History

Journal Article, Academic Journal

• D'Abate, C. P.; Youndt, M.; Wenzel, K. E. - "Making the Most of an Internship: An Empirical Study of Internship Satisfaction" (Refereed) - Academy of Management Learning and Education - 2008
• Subramaniam, M.; Youndt, M. - "The influence of intellectual capital on the nature of innovative capabilities" (Refereed) - Academy of Management Journal - 2005 - v. 48, no. 3, pp. 450-464 [View publication] [Show/Hide Abstract]
  Abstract: We examined how aspects of intellectual capital influenced various innovative capabilities in organizations. In a longitudinal, multiple-informant study of 93 organizations, we found that human, organizational, and social capital and their interrelationships selectively influenced incremental and radical innovative capabilities. As anticipated, organizational capital positively influenced incremental innovative capability, while human capital interacted with social capital to positively influence radical innovative capability. Counter to our expectations, however, human capital by itself was negatively associated with radical innovative capability. Interestingly, social capital played a significant role in both types of innovation, as it positively influenced incremental and radical innovative capabilities.
  
• Youndt, M.; Snell, S. A. - "Human resource management, intellectual capital, and organizational performance" (Refereed) - Journal of Managerial Issues - 2004 - v. 16, no. 3, pp. 337-360
• Youndt, M.; Subramaniam, M.; Snell, S. A. - "Intellectual capital profiles: An examination of investments and returns" (Refereed) - Journal of Management Studies - 2004 - v. 41, no. 2, pp. 335-361 [Show/Hide Abstract]
  Abstract: Using data collected from executives in 208 organizations, this study takes a configurational approach to examine how human, social, and organizational capital coexist to form distinct intellectual capital profiles across organizations. We then examine how investments in human resource management (HRM), information technology (IT), and research and development (R&D) differ across these intellectual capital profiles and investigate differences in financial returns and Tobin's q between the profiles. Results indicate that a relatively small group of superior performing organizations exhibit high levels of human, social, and organizational capital. Most firms, however, tend to focus primarily on only one form of intellectual capital, and a small group of underperforming organizations have very low levels of all three types of intellectual capital. At a general level, HRM and IT investments appear to influence intellectual capital development more than R&D investments. More specifically, HRM investments tend to be higher in firms with profiles high in human and social capital, while IT investments are stronger in firms with profiles high in social capital. Further, HRM, IT, and R&D investments are all very high in the group of superior performing organizations that have high levels of human, social, and organizational capital.
  
• Lepkowska-White, E.; Page, C.; Youndt, M. - "Web image and young consumers: An empirical investigation of factors influencing perceptions of online companies" (Refereed) - Journal of Internet Commerce - 2004 - v. 3, no. 2, pp. 53-77
• Youndt, M.; Skaggs, B. C. - "Strategic positioning, human capital, and performance in service organizations: A customer interaction approach" (Refereed) - Strategic Management Journal - 2003 - v. 25, pp. 85-99 [View publication] [Show/Hide Abstract]
  Abstract: This study employs a customer interaction approach to examine how service organizations' strategic positioning relates to their human capital, and how the interaction between strategic positioning and human capital impacts organizational performance. Results from 234 service organizations in 96 different industries indicate very strong relationships between strategic positioning choices and human capital. We also find that certain combinations of strategic positioning and human capital result in superior performance. Copyright ?? 2003 John Wiley & Sons, Ltd.
  
• Snell, S. A.; Lepak, D. P.; Dean Jr., J. W.; Youndt, M. - "Selection and training for integrated manufacturing: The moderating effect of job characteristics" (Refereed) - Journal of Management Studies - 2002 - v. 37, no. 3, pp. 445-466 [View publication] [Show/Hide Abstract]
  Abstract: This study examined the conditions under which aspects of integrated manufacturing (e.g. advanced manufacturing technology, total quality management, just-in-time inventory control) lead to selection and/or training for technical and problem-solving skills of employees. Results from our study of 74 plants showed main effects of advanced manufacturing technology and total quality management on training for technical and problem-solving skills, but no main effects on selection. In addition, employee job characteristics were studied to examine the degree to which they might moderate the effects of integrated manufacturing. Several interaction effects were found as they related to staffing and training practices. In general, staffing was used less in response to integrated manufacturing when employees' jobs involved high levels of task uncertainty and interdependence. In contrast, the effects on training remained steady or increased under conditions of task uncertainty. Based on this, we conclude that staffing and training are emphasized under different circumstances and, therefore, should not be simply viewed as substitutes for one another in responding to the demands of integrated manufacturing. Our results are discussed in terms of their theoretical and practical implications.
  
• Snell, S. A.; Lepak, D. P.; Youndt, M. - "Managing the architecture of intellectual capital: Implications for strategic human resource management" (Refereed) - Research in Personnel and Human Resources Management - 1999 - v. 17, no. S4, pp. 175-193
• Snell, S. A.; Wright, P. M.; Youndt, M. - "Establishing a framework for research in strategic human resource management: Merging resource theory and organizational learning" (Refereed) - Research in Personnel and Human Resources Management - 1996 - v. 14, pp. 61-90
• Youndt, M.; Snell, S. A.; Dean, J. W.; Lepak, D. P. - "Human resource management, manufacturing strategy, and firm performance" (Refereed) - Academy of Management Journal - 1996 - v. 39, no. 4, pp. 836-866 [View publication] [Show/Hide Abstract]
  Abstract: This study examines two alternative views--universal and contingency--of the human resources (HR)-performance relationship in manufacturing settings. Results from a survey of 97 plants primarily support a contingency approach to human resource management (HRM). An HR system focused on human capital enhancement was directly related to multiple dimensions of operational performance (i.e., employee productivity, machine efficiency, and customer alignment), but subsequent analysis revealed that this main effect was predominately the result of linking human-capital-enhancing HR systems with a quality manufacturing strategy. Other manufacturing strategies also moderated the HR-performance relationship.
  
• Snell, S. A.; Youndt, M. - "Human resource management and firm performance: Testing a contingency model of executive controls" (Refereed) - Journal of Management - 1995 - v. 21, no. 4, pp. 711-737 [View publication] [Show/Hide Abstract]
  Abstract: This study examined the relationship between human resource management (HRM) controls used by executives and changes in the financial performance of their firms (ROA and sales growth). Results from 102 single product firms indicate that, as hypothesized, when the approach to HRM was based on behavior control, firm performance was higher when executives had complete knowledge of cause-effect relations. HRM based on output control had neither a direct nor a moderating effect on firm performance. When the approach to HRM was based on input control, performance was higher when standards of desirability were ambiguous. From a practical standpoint, these findings suggest that executives should be cognizant of several contingencies that might guide their choice among various approaches to HRM, as well as the effects these choices have on the performance of their firms. From a research standpoint, there are several issues raised in this study that suggest avenues for future investigation on HRM, control, and performance.
  

Conference Proceeding

• Youndt, M.; Subramaniam, M. - "The influence of intellectual capital on the nature of innovative capabilities" (Refereed) - Decision Sciences Institute Proceedings - 2004 [Show/Hide Abstract]
  Abstract: Selected as Best Conference Paper
  
• Skaggs, B. C.; Youndt, M. - "Strategic positioning, human capital, and performance in service organizations: A customer interaction approach" (Refereed) - Academy of Management Proceedings - 2003 [Show/Hide Abstract]
  Abstract: Selected as Best Conference Paper, Business Policy and Strategy Division
  
• Lepkowska-White, E.; Page, C.; Youndt, M. - "Web image and young consumers: An empirical investigation of factors influencing perceptions of online companies" (Refereed) - Global Business and Technology Proceedings - 2002 - pp. 720-721
• Youndt, M.; Skaggs, B. C. - "The role of human resources in the strategic positioning and performance of service organizations" (Refereed) - Institute for Behavioral and Applied Management Proceedings - 2001 - pp. 48-54
• Snell, S. A.; Snow, C. C.; Lepak, D. P.; Youndt, M. - "Strategic orientation, decision making, and performance in transnational teams" (Refereed) - Eastern Academy of Management Proceedings - 1997 - pp. 240-244
• Youndt, M.; Thomas, J. B.; Fairbank, J. F. - "A multi-theoretical and configurational approach to assessing organizational effectiveness" (Refereed) - Southern Management Association Proceedings - 1995 - pp. 304-307
• Fairbank, J. F.; Youndt, M. - "Acceleration of new product development as a business strategy: A theoretical examination of possible advantages and limitations" (Refereed) - Southern Management Association Proceedings - 1995 - pp. 274-277
• Youndt, M. - "How organizations impact and are impacted by mandated social innovations" (Refereed) - Organizational Studies Doctoral Student Conference Proceedings - 1993 - pp. 119-120

Instructor's Manual

• Youndt, M.; Lepak, D. P. - "Instructor's manual: Human resource manager CD-ROM" (Refereed) - Southwestern Publishing - 1995