Full Professor of Behavioral Strategy, Amsterdam School of Business and Economics
Tom Moliterno is a Full Professor of Behavioral Strategy at the Vrije Universiteit Amsterdam School of Business and Economics. He previously held the Earl W. Stafford Endowed Professorship at the University of Massachusetts Amherst Isenberg School of Management, where he...
Tom Moliterno is a Full Professor of Behavioral Strategy at the Vrije Universiteit Amsterdam School of Business and Economics. He previously held the Earl W. Stafford Endowed Professorship at the University of Massachusetts Amherst Isenberg School of Management, where he was a member of the faculty for ten years. During this time, he served in a variety of administrative roles, including one year as Interim Dean. Professor Moliterno was a member of the faculty at the University of South Carolina Darla Moore School of Business from 2005 to 2011, and has been a Visiting Scholar at the University of Amsterdam Business School. He earned his Ph.D. at the Paul Merage School of Business at the University of California, Irvine in 2005 and holds an M.B.A. in Public and Non-Profit Management from Boston University (1999). Prior to entering academics, Tom worked for many years in non-profit organizations. Professor Moliterno's scholarship focuses on human capital and strategic decision-making. His research has been published in the leading journals across the field.
Reflections from the Interview
Professor Tom Moliterno’s career has been about strategic human capital. Your human capital is your skill at getting important things done. Your strategic human capital becomes valuable to your employer when you work with others in an organization to do things that can’t be done individually. The great baseball pitcher, Greg Maddox, was hired late in his career by the Chicago Cubs for his great skill as a pitcher, which arose in part from his encyclopedic understanding of every great...
Professor Tom Moliterno’s career has been about strategic human capital.Your human capital is your skill at getting important things done.Your strategic human capital becomes valuable to your employer when you work with others in an organization to do things that can’t be done individually.The great baseball pitcher, Greg Maddox, was hired late in his career by the Chicago Cubs for his great skill as a pitcher, which arose in part from his encyclopedic understanding of every great batter in baseball.It’s that knowledge of the people and their skills that made Maddox so strategically valuable to the Cubs.All organizational human capital, including strategic human capital, is organization-specific for this reason.There is no such thing as generic strategic human capital.It’s our understanding, knowledge, and relationships with each other that give life to the contributions we can make as individuals.