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Human capital and strategic persistence: An examination of underperforming workers in two emerging economies

Amankwah-Amoah, J., Ifere, S.E., Nyuur, R.B. (2016) Human capital and strategic persistence: An examination of underperforming workers in two emerging economies. Journal of Business Research, 69 (10). pp. 4348-4357. ISSN 0148-2963. (doi:10.1016/j.jbusres.2016.04.063) (KAR id:57697)

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http://dx.doi.org/10.1016/j.jbusres.2016.04.063

Abstract

Despite the considerable research on strategic persistence, there remains a lack of understanding as to why companies persist with underperforming workers. Our study seeks to fill this gap in the literature by integrating the concepts of the paradox of success, external legitimacy, nepotism and the escalation of commitment perspectives to develop an integrated explanation for persistence with underperforming workers. Drawing on insights from two emerging economies in Africa: Ghana and Nigeria, we uncovered that persistence with underperforming workers stems from information hoarding, favouritism through tribalism and externally imposed constraints. Our study also articulates the underlying processes inherent in such persistence. The wider implications for theory and public policy are examined.

Item Type: Article
DOI/Identification number: 10.1016/j.jbusres.2016.04.063
Uncontrolled keywords: Africa, Human capital, Talent, Underperforming employees, Underperforming workers
Subjects: H Social Sciences
Divisions: Divisions > Kent Business School - Division > Department of Marketing, Entrepreneurship and International Business
Depositing User: Joseph Amankwah-Amoah
Date Deposited: 06 Oct 2016 09:06 UTC
Last Modified: 08 Oct 2021 15:55 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/57697 (The current URI for this page, for reference purposes)
Amankwah-Amoah, J.: https://orcid.org/0000-0003-0383-5831
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