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Researchers and organizational leaders alike have long known that securing human capital (HC) is critical for organizational success. The bulk of research in this domain has addressed issues regarding the accrual of HC stocks. However, there has been a dearth of research exploring the underlying mechanisms through which accrued HC stocks translate to competitive advantage. We expand on human capital resource complementarity (HCRC) theory by incorporating the deployment of human capital resources (HCRs) as well as the role of social capital resources (SCRs) in the form of members’ shared team task-specific experience in predicting performance. We empirically test HCRC theory-derived hypotheses using a sample of 448 cyclists from 17 world teams who competed in 26 races during the 2015 season of the Union Cycliste Internationale World Tour. Our results revealed that higher-level HCR stocks …