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Let's Call a Star a Star: Task Performance, External Status, and Exceptional Contributors in Organizations

Descriptive

TypeOfResource
Text
TitleInfo
Title
Let's Call a Star a Star: Task Performance, External Status, and Exceptional Contributors in Organizations
Name (authority = orcid); (authorityURI = http://id.loc.gov/vocabulary/identifiers/orcid.html); (type = personal); (valueURI = http://orcid.org/0000-0003-3398-3712)
NamePart (type = family)
Kehoe
NamePart (type = given)
Rebecca R.
Affiliation
Human Resource Management, Rutgers University
Role
RoleTerm (authority = marcrt); (type = text)
author
Name (type = personal)
NamePart (type = family)
Lepak
NamePart (type = given)
David P.
Role
RoleTerm (authority = marcrt); (type = text)
author
Affiliation
University of Massachusetts Amherst
Name (type = personal)
NamePart (type = family)
Bentley
NamePart (type = given)
F. Scott
Affiliation
Human Resource Management, Rutgers University
Role
RoleTerm (authority = marcrt); (type = text)
author
Name (authority = RutgersOrg-School); (type = corporate)
NamePart
School of Management and Labor Relations (SMLR)
Genre (authority = RULIB-FS)
Article, Refereed
Genre (authority = NISO JAV)
Accepted Manuscript (AM)
OriginInfo
DateIssued (encoding = w3cdtf); (keyDate = yes); (qualifier = exact)
2018
Abstract (type = Abstract)
We develop a new typology of star employees, wherein we identify three types of stars – universal stars, performance stars, and status stars – on the basis of stars’ unique combinations of task performance and external status. By classifying stars in this way and disentangling task performance and external status as unique and simultaneously important qualities underlying the distinct contributions of different types of stars, we provide a basis for more accurately identifying the full range of individuals who create exceptional value, and offer novel insights into stars’ various influences in organizations. With this foundation, we explore how different types of stars’ distinct qualities and bases of value creation affect both the security of their star standing and their relative abilities to appropriate value. We then expand our focus to consider stars in the broader organizational contexts in which they exist, discussing the implications of stars’ distinct attributes for patterns of value creation, value capture, and value preservation associated with stars’ complementarities and redundancies with other organizational resources. Finally, we propose several lines of inquiry through which future research may leverage the proposed typology to address issues related to the management of different types of stars in the broader organizational contexts in which they are embedded.
Language
LanguageTerm (authority = ISO 639-3:2007); (type = text)
English
PhysicalDescription
InternetMediaType
application/pdf
Extent
44 p.
Subject (authority = local)
Topic
Star employee
Subject (authority = LCSH)
Topic
Human capital
Subject (authority = local)
Topic
Status
Subject (authority = local)
Topic
Task performance
Subject (authority = LCSH)
Topic
Performance
Extension
DescriptiveEvent
Type
Citation
AssociatedObject
Name
Journal of Management
Type
Journal
Relationship
Has part
Reference (type = url)
http://dx.doi.org/10.1177/0149206316628644
Identifier (type = volume and issue)
44(5)
Detail
1848-1872
DateTime (encoding = w3cdtf)
2018
RelatedItem (type = host)
TitleInfo
Title
Kehoe, Rebecca R.
Identifier (type = local)
rucore30201900001
RelatedItem (type = host)
TitleInfo
Title
Bentley, F. Scott
Identifier (type = local)
rucore30206700001
Location
PhysicalLocation (authority = marcorg); (displayLabel = Rutgers, The State University of New Jersey)
NjNbRU
Identifier (type = doi)
doi:10.7282/T30R9RJC
Genre (authority = ExL-Esploro)
Accepted Manuscript
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Rights

RightsDeclaration (AUTHORITY = FS); (ID = rulibRdec0004); (TYPE = [FS] statement #1)
Copyright for scholarly resources published in RUcore is retained by the copyright holder. By virtue of its appearance in this open access medium, you are free to use this resource, with proper attribution, in educational and other non-commercial settings. Other uses, such as reproduction or republication, may require the permission of the copyright holder.
Copyright
Status
Copyright protected
Availability
Status
Open
Reason
Permission or license
RightsEvent
Type
Permission or license
AssociatedObject
Type
License
Name
Multiple author license v. 1
Detail
I hereby grant to Rutgers, The State University of New Jersey (Rutgers) the non-exclusive right to retain, reproduce, and distribute the deposited work (Work) in whole or in part, in and from its electronic format, without fee. This agreement does not represent a transfer of copyright to Rutgers. Rutgers may make and keep more than one copy of the Work for purposes of security, backup, preservation, and access and may migrate the Work to any medium or format for the purpose of preservation and access in the future. Rutgers will not make any alteration, other than as allowed by this agreement, to the Work. I represent and warrant to Rutgers that the Work is my original work. I also represent that the Work does not, to the best of my knowledge, infringe or violate any rights of others. I further represent and warrant that I have obtained all necessary rights to permit Rutgers to reproduce and distribute the Work and that any third-party owned content is clearly identified and acknowledged within the Work. By granting this license, I acknowledge that I have read and agreed to the terms of this agreement and all related RUcore and Rutgers policies.
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Technical

RULTechMD (ID = TECHNICAL1)
ContentModel
Document
CreatingApplication
Version
1.5
DateCreated (point = end); (encoding = w3cdtf); (qualifier = exact)
2015-12-22T16:46:04
DateCreated (point = end); (encoding = w3cdtf); (qualifier = exact)
2015-12-22T16:46:04
ApplicationName
Microsoft® Word 2010
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