David Kryscynski
Brigham Young University
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Featured researches published by David Kryscynski.
Journal of Management | 2011
Russell Coff; David Kryscynski
From the origins of resource-based theory, scholars have emphasized the importance of human capital as a source of sustained competitive advantage, and recently there has been great interest in gaining a better understanding of the micro-foundations of strategic capabilities. Along these lines, there is little doubt that heterogeneous human capital is often a critical underlying mechanism for capabilities. Here, the authors explore how individual-level phenomena underpin isolating mechanisms that sustain human capital–based advantages but also create management dilemmas that must be resolved in order to create value. The solutions to these challenges cannot be found purely in generic human resource policies that reflect best practices. These are not designed to mitigate idiosyncratic dilemmas that arise from the very attributes that hinder imitation (e.g., specificity, social complexity, and causal ambiguity). The authors drill down deeper to identify individual- and firm-level components that interact to grant some firms unique capabilities in attracting, retaining, and motivating human capital. This cospecialization of idiosyncratic individuals and organizational systems may be among the most powerful isolating mechanism. The authors conclude by outlining a research agenda for exploring cross-level components of human capital–based advantages.
Information Systems Research | 2015
Rohit Aggarwal; David Kryscynski; Vishal Midha; Harpreet Singh
For organizations to achieve the benefits of new information technology IT systems, their users must adopt and then actually use these new systems. Recent models help to articulate the potentially different explanations for why some users will adopt and then continue using new technologies, but these models have not explicitly incorporated IT knowledge. This is particularly important in contexts where the user base may be non-IT professionals-i.e., the users may vary substantially in their basic IT knowledge. We draw on psychology to argue that in situations where there is a wide variance in actual IT knowledge, there will often exist a U-shaped relationship between actual and self-perceived IT knowledge such that the least knowledgeable believe themselves to be highly knowledgeable. We then draw on individual-level adoption theories to argue that users with high self-perceived IT knowledge will be more likely to adopt new technologies and do so faster. We also draw on individual-level continuance theories to argue that users with low actual IT knowledge will be more likely to discontinue using new technologies and do so faster. We test our expectations using a proprietary data set of 225 sales professionals in a large Indian pharmaceutical company that is testing a new customer relationship management system. We find strong support for our hypotheses.
Management Science | 2015
Rohit Aggarwal; David Kryscynski; Harpreet Singh
Although much research emphasizes the importance of venture technical competence for venture success and, therefore, the importance of venture technical competence in venture capitalist VC investment decisions, we know little about why some VCs may be better than others at assessing the technical competence of ventures. We gathered unique and proprietary data from 33 VCs and 308 ventures that sought Series A funding from those VCs. We show that VC assessment of ventures predicts VC investment, and venture technical competence predicts subsequent venture failure. This means that VCs that overassess ventures are more likely to invest in firms that are more likely to fail. We then show that higher VC technical competence leads to lower errors in assessment, but that greater similarity between the VC and venture in technical competence leads to higher assessments, ceteris paribus. We thus conclude that VC competence enhances the accuracy of VC assessments, but similarity in technical competence between VCs and ventures may lead to positive assessment bias. This paper was accepted by Sandra Slaughter, information systems.
Strategic Hr Review | 2017
Wayne Brockbank; Dave Ulrich; David Kryscynski; Michael Ulrich
Purpose - In the midst of the information revolution, HR departments tend to focus their information agenda on HR departmental activities. The paper examines the impact that HR departments have when, instead, they focus their information agenda on improving the organizations information capability. Design/methodology/approach – Our findings are based on the 2016 offering of the Human Resource Competency study that is sponsored by the Ross School of Business at the University of Michigan and the RBL Group. The data set consists of over 36,000 respondents from around the world. Data were gathered through a 360 methodology that includes self-ratings and HR and non-HR associate ratings. Findings Our findings show that HR’s involvement in leveraging business information has more impact than any other HR department activity on creating value for key external stakeholders. When controlling for other HR activities our analysis shows that 77.4% of HR total impact on customer value and 55.6% of shareholder value o...
Archive | 2011
David Kryscynski
This three paper dissertation explores the strategic implications of firm-specific incentives . i.e. incentives that are more valuable to workers in their focal firms than similar incentives elsewhere. The first paper develops the theory of firm-specific incentives. The second paper uses data from 7770 software developers in 94 companies to show that firms with more firm-specific incentives have lower voluntary turnover rates and offer lower wage increases to workers over time – i.e. they exhibit lower wage-tenure slopes. The third paper uses data from 271 software firms to show that small firms have advantages offering incentives that are inherently firm-specific.
Academy of Management Review | 2012
Benjamin A. Campbell; Russell Coff; David Kryscynski
Academy of Management Journal | 2017
Seth Carnahan; David Kryscynski; Daniel Olson
Strategic Management Journal | 2016
Harpreet Singh; David Kryscynski; Xinxin Li; Ram D. Gopal
Strategic Management Journal | 2015
Harpreet Singh; David Kryscynski; Xinxin Li; Ram D. Gopal
Academy of Management Perspectives | 2014
David Kryscynski; Dave Ulrich