Clint Chadwick

Associate Professor of Strategy and Human Resources Management
Primary office:
785-864-7559
Capitol Federal Hall
Room 3183
University of Kansas


Academic Areas

Management

Education

Doctor of Philosophy, University of Pennsylvania, 1999
Master of Arts in Management, University of Pennsylvania, 1996
Master of Business Administration, Brigham Young University, 1994

Interests

The impact of human resource systems and pools of human capital on firm competitiveness; restructuring, downsizing, and strategic renewal in organizations; organizational alignment.

Selected Publications

Chadwick, Clint. “Towards a More Comprehensive Model of Firms’ Human Capital Rents.” Forthcoming, Academy of Management Review.

Brymer, Rhett, Janice Molloy, and Clint Chadwick. “Strategic Human Capital.” Forthcoming, Oxford Bibliographies in Management. Ed. Ricky Griffin. New York: Oxford University Press.

Flinchbaugh, Carol, Ping Shu Li, Matt Luth, and Clint Chadwick. “Team-Level High Involvement Work Practices: Investigating the Role of Knowledge Sharing and Perspective Taking.” Forthcoming, Human Resource Management Journal.

Chadwick, Clint, and Carol Flinchbaugh. “The Effects of Part-Time Workers on Establishment Performance.” Forthcoming, Journal of Management.

Chadwick, Clint, Jan Super, and Kiwook Kwon. 2015. “Resource Orchestration in Practice: CEO Emphasis on SHRM, Commitment-based HRM, and Firm Performance.” Strategic Management Journal, 36(3): 360-376.

Zhao, Zheng, and Clint Chadwick. 2014. “What We Will Do vs. What We Can Do: The Relative Effects of Unit-level NPD Motivation and Capability.” Strategic Management Journal, 35(12): 1867-1880.

Chadwick, Clint, Sean A. Way, Gerry Kerr, and James W. Thacker. 2013. “Boundary Conditions of the High-Investment Human Resource Systems—Small Firm Labor Productivity Relationship.” Personnel Psychology, 66(2): 311-343.

Allen, W. David, and Clint Chadwick. 2012. “Performance, Expectations, and Managerial Dismissal: Evidence from the National Football League.” Journal of Sports Economics, 13(4): 337-363.

Chadwick, Clint, Ji-young Ahn, and Kiwook Kwon. 2012. “Human Resource Management’s Effects on Firm Level Relative Efficiency.” Industrial Relations, 51(3): 704-730.

Kwon, Kiwook, Kweon-Taek Chung, Hyuntak Roh, Clint Chadwick, and John Lawler. 2012. “The Moderating Effects of Organizational Context on the Relationship between Voluntary Turnover and Organizational Performance: Evidence from Korea.” Human Resource Management, 51(1): 47-70.

Molloy, Janice C., Clint Chadwick, Robert E. Ployhart, and Simon M. Golden. 2011. "Making Intangibles 'Tangible' in Tests of Resource-based Theory: A Multidisciplinary Construct Validation Process." Journal of Management, 37: 1496-1518.

Chadwick, Clint. 2010. "Theoretic Insights on the Nature of Synergies in Human Resource Systems: Toward Greater Precision." Human Resource Management Review, 20(2): 85-101.

Chadwick, Clint and Adina Dabu. 2009. "Human Resources, Human Resource Management, and the Competitive Advantage of Firms: Toward a More Comprehensive Model of Causal Linkages." Organization Science, 20(1): 253-272.

Chadwick, Clint. 2007. "Examining Non-linear Relationships between Human Resource Practices and Establishment Performance." Industrial and Labor Relations Review, 60(4): 499-521.

Chadwick, Clint. 2006. "The Vital Role of Strategy in Strategic Human Resource Management Education." Human Resource Management Review, 15(3): 200-213.

Chadwick, Clint, Larry Hunter, and Stephen Walston. 2004. "Effects of Downsizing Practices on the Performance of Hospitals." Strategic Management Journal, 25: 405-427. Paper selected as lead article for this edition of SMJ.

Cappelli, Peter, Jill Constantine, and Clint Chadwick. 2000. "It Pays to Value Family: Work and Family Tradeoffs Reconsidered." Industrial Relations, 39(2): 175-198. Paper selected as one of the top 20 articles in Work-Family research for 2001 by the Center for Families at Purdue University.

Chadwick, Clint, and Peter Cappelli. 1999. "Alternatives to Generic Strategy Typologies in Strategic Human Resource Management." In Wright, Dyer, Boudreau, and Milkovich (Eds.), Research in Personnel and Human Resources Management, Supplement 4. Greenwich, CT: JAI Press.

Teaching Interests

  • Human Resource Management
  • Strategy
  • Strategic Human Resource Management

Research

The impact of human resource systems and human capital on firm competitiveness; organizational alignment, downsizing and strategic renewal in organizations.

Research Interests

  • Strategic Human Resource Management
  • Human Resource Management
  • Strategy
  • Downsizing
  • Strategic Human Capital
  • Human Capital

Selected Publications

Zhao, Z. Jane, & Chadwick, C. (2014). What We Will Do vs. What We Can Do: The Relative Effects of Unit-level NPD Motivation and Capability. Strategic Management Journal, 35(12), 1867-1880.

Chadwick, C., Way, S. A, Kerr, G., & Thacker, J. W (2013). Boundary Conditions of the High-Investment Human Resource Systems-Small-Firm Productivity Relationship. Personnel Psychology, 66, 311-343.

Chadwick, C., Ahn, J., & Kwon, K. (2012). Human Resource Management's Effects on Firm Level Relative Efficiency. Industrial Relations, 51(3), 704-730.

Allen, W. David, & Chadwick, C. (2012). Performance, Expectations, and Managerial Dismissal: Evidence from the National Football League. Journal of Sports Economics, 13(4), 337-363.

Kwon, K., Chung, K., Roh, H., Chadwick, C., & Lawler, J. (2012). The Moderating Effects of Organizational Context on the Relationship between Voluntary Turnover and Organizational Performance: Evidence from Korea. Human Resource Management, 51(3), 704-730.

Molloy, J. C, Chadwick, C., Ployhart, R. E, & Golden, S. M (2011). Making Intangibles "Tangible" in Tests of Resource-Based Theory: A Multidisciplinary Construct Validation Process. Journal of Management, 37, 1496-1518.

Chadwick, C. (2010). Theoretic Insights on the Nature of Synergies in Human Resource Systems: Toward Greater Precision. Human Resource Management Review, 20(2), 85-101.

Chadwick, C., & Dabu, A. (2009). Human Resources, Human Resource Management, and the Competitive Advantage of Firms: Toward a More Comprehensive Model of Causal Linkages. Organization Science, 20(1), 253-272.

Chadwick, C. (2007). Examining Non-linear Relationships between Human Resource Practices and Establishment Performance. Industrial and Labor Relations Review, 60(4), 499-521.

Chadwick, C. (2006). The Vital Role of Strategy in Strategic Human Resource Management Education. Human Resource Management Review, 15(3), 200-213. DOI:10.1016/j.hrmr.2005.11.003

Chadwick, C., Hunter, L., & Walston, S. (2004). Effects of Downsizing Practices on the Performance of Hospitals. Strategic Management Journal, 25, 405-427.

Walston, S. L, & Chadwick, C. (2003). Perceptions and Misperceptions of Major Organizational Changes in Hospitals: Do Change Efforts Fail because of Inconsistent Organizational Perceptions of Restructuring and Reengineering? International Journal of Public Administration, 26(14), 1583-1607.

Cappelli, P., Constantine, J., & Chadwick, C. (2000). It Pays to Value Family: Work and Family Tradeoffs Reconsidered. Industrial Relations, 39(2), 175-198.

Chadwick, C., & Cappelli, P. (1999). Alternatives to Generic Strategy Typologies in Strategic Human Resource Management. In . Wright. Dyer. Boudreau, & . Milkovich (Eds.), Research in Personnel and Human Resources Management, Supplement 4. Greenwich, CT: JAI Press.


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