The role of human and social capital in achieving manufacturing objectives

Purpose The purpose of this article is to highlight manufacturing challenges faced by firms and present a framework that can be used to guide managers on the benefits and risks of balancing between social and human capital to address firm goals and outcomes related to quality or productivity. Design/methodology/approach The article provides a brief review of the literature and provides guidance to managers on how to best align human and social capital with the firm's strategic orientation. Findings Firms must balance their investments in the development and leveraging of their employees' human and social capital for maximum impact on the firm's strategic goals. Originality/value As more manufacturing jobs continue to return to the US, firms will need to learn or re(learn) how to best prepare and leverage their workforce to support the firm's overall strategic goals. This article provides managers with an intuitive conceptual framework for making those decisions.