Academic literature on the topic 'Human resource management; Business strategy; Resource-based view'
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Journal articles on the topic "Human resource management; Business strategy; Resource-based view"
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Rezhen, Harun, Hameed Khansa, Sirwan Kawan, et al. "The Effect of Human Resource Management on Employees and Business Performance: An Environmental Perspective." Contemporary Research Analysis Journal 02, no. 03 (2025): 163–72. https://doi.org/10.5281/zenodo.15056892.
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ABSTRACT: The impact of human resource management (HRM) on organization efficiency is analyzed in this article. The key aim was to analyze the literature in the area of human resources management and business performance critically and systematically, culminating in a succinct literature review. A body of literature discusses the human resources management and business performance relation, so there was plenty of space for a detailed review of different articles. To be more accurate, eighteen articles from several stages in the review process were reviewed. The outcome indicates a positive relationship between human resource management practices and overall business performance. Additionally, human resource management positively influences worker wellbeing, competitiveness, and organizational environment. Indeed, there is a good chance that good human resource management practices are not the cause but the effect of good business performance. This topic is introduced and elaborated in the current article. This systematic review paper is rightly based on the information obtained from the data collected and the findings derived. Finally, the paper should be regarded as a preliminary study in the field of human resource management activities and their influence on performance of business for further research.
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MARKOV, R. A. "HUMAN RESOURCE MANAGEMENT STRATEGY AT IT ENTERPRISES." Central Russian Journal of Social Sciences 17, no. 4 (2022): 141–59. http://dx.doi.org/10.22394/2071-2367-2022-17-4-141-159.
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The purpose of the study: disclosure of the concept of strategic management of human resources at the enterprises of IT - sphere on the basis of identification and assessment of factors affecting the number of employees in the industry of information and communication technologies in the current economic conditions. The relevance of the study lies in the fact that the human resource management system is a fundamental part of organizational management. It is based on corporate strategy, determines the needs of business entities in personnel to address strategic objectives, integrates all areas and subsystems of the business. If an IT company does not have qualified employees, then successful operation and achievement of high financial performance will be a problem. Finding effective ways of attracting, using and evaluating human resources is of particular importance in the set of measures for improving organizational management. Research results: the assessment of the current state of the sector of information and communication technologies and its impact on human resource management. The expediency of the strategic approach to human resource management of IT-sphere enterprises is substantiated. The contents of personnel strategy, including principles, methods and stages of its formation and implementation is disclosed from the author's point of view.
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Ensour, Waed. "Human resource development in Arab writing." Problems and Perspectives in Management 16, no. 4 (2018): 408–16. http://dx.doi.org/10.21511/ppm.16(4).2018.34.
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This study is a systematic review of the existing Arab literature on human resource development (HRD). A review of Arab HRD’s theoretical and empirical articles during the period 1964–2016 in peer-reviewed journals was conducted. Content analysis was utilized to examine how HRD is conceptualized, what purposes are attached to HRD and what activities HRD encompasses in Arab literature.It was found that the basic construct of HRD is employee development, targeted toward “individuals” and encompassing training, education and learning. Arab HRD has a strong performance orientation, and tends to emphasize utilitarian outlooks, as the role of HRD is perceived to be “instrumental” and “outcome focused”. HRD in Arab literature falls under the traditional functionalist school within the managerialist perspective and is essentially based on the principles of human capital theory. The issues of social justice, power, diversity and equity are rare in Arab HRD literature. Although the Arab view of HRD has been influenced by the American school, it is still in an early stage of growth, lacks a clear disposition and is still confined within the stance of traditional training.
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Dr. Divyesh Kumar, Dr K. Suresh Kumar, Dr Priyanka Sharma,, and Dr Sireesha Nanduri, Dr Lakshmi V, Dr. H. K. Manjula. "A Resource-Based View Assessment of Big Data Analysis and Its Impact on Strategic Human Resources Quality Management Systems." Journal of Informatics Education and Research 4, no. 1 (2024): 209–13. http://dx.doi.org/10.52783/jier.v4i1.541.
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Big data analysis is a process to analyze all the structured and unstructured and semi structured data collected from different types of sources. Therefore, collecting proper data and information from different sources is very important for any business organization and analysis of those data is also important. Thus, collecting information from different sources helps to gain knowledge about the demands and needs of the customers and market. Whereas analyzing all the data helps to understand the market trends which are helpful to enhance business performance. Apart from that, human resource management is another important system of any business organization. Therefore, human resource management is a strategy process or system which helps to enhance the productivity of the business organizations. Along with that there is a big impact of big data analysis on the human resources management system and the impacts are analyzed in this particular research study. On the other hand, the purpose of this research study is to analyze the concept of resource based big data analysis. Apart from that, the impact of big data analysis on the strategic human resource management systems of the business organizations is another purpose of this particular research study. Thereafter the researcher has adopted several types of techniques and methods for collecting more information and analyzing all the data. Furthermore, research has used the secondary methods and the sources for collecting some accurate and genuine data about big data analysis and human resource management systems. Apart from that the research has used the qualitative techniques for analyzing all the collected data in a systematic review. Therefore, the uses of secondary sources help the researcher to gain knowledge about the process of big data analysis and the process of human resource management. Thus, impact of big data analysis on the human resource management system is analyzed in this particular research study.
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Sen, Jung, Adi Harianto, and Ika Puspa Satrianny. "Talent Management in Human Resource Management to Improve Organizational Performance." Indonesian Journal of Contemporary Multidisciplinary Research 2, no. 2 (2023): 95–108. http://dx.doi.org/10.55927/modern.v2i2.3460.
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Adaptation companies to pass talent management need at global era in view of information current and fast change and then continuous.Human resources with new talent for organization is need to achieve organization success/performance. Organization must time increase and energy to repair performance from new talent. Talent will compete do the best for organization when organization will appreciate the job. The findings from this study are talent management practices with a strong focus on business strategy and its alignment with overall business goals. These practices have statistically highly significant impact on corporate profits; one that is greater than that of any other focus of talent management practices. This research paper suggested that the management and individuals need to establish metrics and communicate the impact of the organization’s talent management efforts
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Bechtel, Roman. "Calculating Human Capital: The Market Based Valuation of the Human Resource." German Journal of Human Resource Management: Zeitschrift für Personalforschung 21, no. 3 (2007): 206–31. http://dx.doi.org/10.1177/239700220702100302.
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According to the Resource Based View of strategic management, analyzing the human resource of a specific firm in terms of its potential to serve as a source of a sustainable competitive advantage requires an examination of – among others – the resource value. The question of how to parameterize this value, i.e., how to calculate human capital, straightly leads to an integration of RBV reasoning with market based models of the competitive environment at the factor and product market side. However, there seems to be a tacit consent among strategy scholars that the only adequate market mechanism to be used for resource valuation is the product market with the economic rents effectively created there. Yet this regularly ends in a tautology criticism of the RBV. It thus is the particular purpose of this paper to examine what market mechanism really is the adequate one to use for the calculation of human capital. For this, a deductive methodology is used. In advancing the idea of a product market orientation, one encounters some major dilemmas ultimately leading to the conclusions that a product market based resource valuation is neither useful nor possible and that the resource value must be measurable independent from any product market success – thus invalidating the tautology criticisms at the same time. This is in direct and flagrant contradiction to the prevailing academic view. As a consequence of this, e.g., “Value Added Approaches” and “Return Based Approaches” of Human Capital Management are discredited as not conform to theoretical requirements and not useful for practical business management, whereas factor market based methods alone prove helpful.
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Lajili, Kaouthar, Lauren Yu-Hsin Lin, and Anoosheh Rostamkalaei. "Corporate governance, human capital resources, and firm performance: Exploring the missing links." Journal of General Management 45, no. 4 (2020): 192–205. http://dx.doi.org/10.1177/0306307019895949.
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This study explores the associations between human capital resources, firm performance, and corporate governance mechanisms. Based on the survey results of the “50 most attractive employers” conducted by Universum Global 2010, human resource, performance, and governance data was collected for the period from 2007 to 2011. Drawing on the strategic human capital and resource management, international governance, and organizational literature, this study examines the extent to which corporate governance mechanisms moderate the relationships between firm performance and human capital resources and posits that human resource performance is positively associated with corporate governance mechanisms that support and enhance strategic human resource management policies. Panel regression analyses are conducted to test the study’s hypotheses. The results show that human capital resources are positively related to firm performance, and that some corporate governance mechanisms may negatively affect performance when interacted with human capital variables. Furthermore, human resource performance is significantly related to some governance mechanisms, with interaction effects between human capital and other organizational attributes showing differential impacts. Overall, the results support a contingency-based view of strategic human resource management in the context of large and attractive global employers and highlight the importance of governance design in supporting investments and deploying human resources and capabilities at the firm and industry levels and across national boundaries.
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Panda, Debadutta, and Sriharsha Reddy. "Resource based view of internationalization: evidence from Indian commercial banks." Journal of Asia Business Studies 10, no. 1 (2016): 41–60. http://dx.doi.org/10.1108/jabs-10-2014-0082.
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Purpose – The purpose of this paper is to understand the influence of internal resource drivers on internationalization of commercial banks. Design/methodology/approach – Panel data on 46 Indian commercial banks from 2008 to 2012 were collected from secondary sources to measure how assets size, human resources, branding and advertising, ownership and age influence the international diversification of the commercial bank. Internationalization of the commercial bank was measured in terms of international advances intensity, international borrowing intensity and number of countries served. Regression models were designed with controlled multicolinearity, heterogeneity and exogeneity. Findings – Higher assets’ size, higher human resources, private ownership and higher organizational age led to internationalization of Indian commercial banks. However, higher branding and advertisement expenses and state ownership were found to be negatively related to international diversification. Originality/value – Internationalization is one of the growth strategies of a firm which cannot be unified and generalized due to resource heterogeneity. So this necessitates a large number of studies sector-wise, sub-sector-wise, product-wise, industry-wise and region-wise. There is a dearth of literature on resource view of internationalization of commercial banks. So, this Indian study adds a new finding on resource-based view of internationalization to the existing body of knowledge.
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Maiti, Moinak, Victor Krakovich, S. M. Riad Shams, and Darko B. Vukovic. "Resource-based model for small innovative enterprises." Management Decision 58, no. 8 (2020): 1525–41. http://dx.doi.org/10.1108/md-06-2019-0725.
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PurposeThe paper introduces a resource-based linear programming model for resource optimization in small innovative enterprises (SIE).Design/methodology/approachThe model is grounded on resource-based view on the firm and dynamic capabilities approach. Linear programming technique is used to provide the actual framework to the resource-based model.FindingsThe paper introduces a new resource-based linear programming model for resource optimization in small innovative enterprises. The conceptual model is grounded on resource-based view (RBV) and dynamic capabilities strategy. The RVB of firm and firm strategy is based on the concept of economic rent. Linear programming technique is used to provide the actual framework to the resource-based model. In developing the versatility concept, study suggests a distinct sight regarding resource fungibility. Study classifies resources into multipliable, rentable and expendable resources to increases adequacy of the model. The developed model includes both tangible and intangible assets such as human capital. The survival rate of SIE in the early stages of life cycle is very low due to the competition among SIEs. In this regard, the greatest advancement of the developed resource-based linear programming model is its simplicity and versatility which is much desirable for the SIE especially in their initial stages of the life cycle. Kelliher and Reinl (2009) argued that micro firms have unique advantage over bigger firms in following term: rate of learning or redeployment of strategy in micro firms is faster than the rate of change in their environment. One very significant feature of the developed resource-based linear programming model is that mathematically the proposed model could easily be transformed into mixed integer or stochastic linear programming models to meet the time variant requirement of small firms especially when it expands its operation.Research limitations/implicationsThe survival rate of SIE in the early stages of life cycle is very low due to the competition among SIEs. In this regard, the greatest advancement of the developed resource-based linear programming model is its simplicity and versatility which is much desirable for the SIE especially in their initial stages of the life cycle. Kelliher and Reinl (2009) argued that micro firms have unique advantage over bigger firms in following term: rate of learning or redeployment of strategy in micro firms is faster than the rate of change in their environment. One very significant feature of the developed resource-based linear programming model is that mathematically the proposed model could easily be transformed into mixed integer or stochastic linear programming models to meet the time variant requirement of small firms especially when it expands its operation.Originality/valueOne very significant contribution of the present study is that the study develops a new resource-based model for SIE especially for the SIE in the initial stages of the life cycle, to gain competitive advantages. Furthermore, the present study contributes to the existing literature in strategy at least in three senses as mentioned below: 1. further addition of SIE research based on the RBV and dynamic capabilities in the strategy literature 2. in developing the versatility concept, the study suggests a distinct sight regarding resource fungibility and it classifies resources into three categories as follows: multipliable, rentable and expendable resources to increases adequacy of the model. 3. Finally, the study introduces a new resource-based linear programming model for SIE resources allocation. To the best of author’s knowledge, no such similar model is introduced by any previous studies for small firm. The greatest advancement of the developed resource-based linear programming model is its simplicity and versatility.
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Meyer, David, and Steve Dunphy. "The role of knowledge-based psychological climates in human resource management systems." Management Decision 54, no. 5 (2016): 1222–46. http://dx.doi.org/10.1108/md-02-2015-0068.
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Purpose – Responding to Colbert’s (2004) call for research examining the complexity of work systems’ effect on performance, and following Meyer and Dunphy’s (2014, 2015) work determining the general manner by which the complex mechanism of strategy choice and its implementation effect corporate performance, the purpose of this paper is to specify and test a model of the effects of workplace factors affecting employee responses to the demand for increased knowledge in using technology. Design/methodology/approach – Drawing on the literature on the resource-based view of strategy and the knowledge-based (KB) view of human resource management system implementation, theory is developed, and hypotheses are generated, regarding employee attitudes toward skill development, technology, employment security, and feedback and their impact on competence and impact. Meaningfulness, self-determination, work conditions, and intensity are controlled for. Data from a sample of 888 employees, 24 managers, and corporate executives across eight Detroit-area automotive supplier firms are used to test the model using structural equation modeling. Findings – Individual psychological states of competence and impact are positively and strongly associated with KB psychological climates that foster and condition positive beliefs about the importance of learning new skills and about the effects of the diffusion of new technologies on employees. Research limitations/implications – The complexity of the interactions of management implementation of workplace practices on employee performance still needs more sorting out. Only unionized employers pursuing high-involvement work systems were studied. Other types of employers would have very different workplace climates. Practical implications – Only unionized employers pursuing high-involvement work systems were studied. Other types of employers would have very different workplace climates. Social implications – In order to have employees be receptive to changing technology and the resulting, increased demands for knowledge and skill, employers have to provide long-term employment security. Originality/value – The results provide the specific manner by which employers can increase employee receptiveness to increase workplace knowledge and training to have more impact on their performance.
Dissertations / Theses on the topic "Human resource management; Business strategy; Resource-based view"
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Molloy, Janice C. "Bridging Micro and Macro Human Resource Management through Human Capital Research." The Ohio State University, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=osu1211954969.
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Myeni, Sibongiseni Selby. "Cash-Flow Management Strategies in Small and Medium-Sized Occupational Health Enterprises." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5107.
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Small businesses are critical to the success of a country's economy. The leaders of the South African government focus on the role of small and medium-sized enterprises (SMEs) to boost the economy and eradicate inequality, poverty, and unemployment. However, the sustainability track record of South African SMEs remains one of the worst records in the world. Therefore, it is essential that stakeholders improve the sustainability of SMEs. Using the resource-based view conceptual framework, the aim of this multiple case study was to explore the strategies that occupational health SME leaders use to manage cash flow to achieve sustainability for longer than 5 years. The participants were 4 Gauteng occupational health business leaders who had operated their businesses for longer than 5 years. Data were collected by means of semistructured interviews and document reviews, which were followed by data analysis, member checking, coding, and thematic analysis. The 7 themes that emerged were: external professional team, budgeting, systems and processes, payment terms and contracting, management of surplus funds and reserves, understanding the client procurement process, and the model for cash-flow management strategies. From the data analysis, additional themes emerged including the professional team, the processes and systems, and the business owner, which were central to cash-flow management strategies in occupational health SMEs. Business practitioners may use the results of this study to create social change by developing and implementing key cash-flow management strategies to enhance and improve the sustainability of their occupational health businesses.
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Hahn, Sejin, and Sarafat Hossain. "Impacts of COVID-19: Funding Business Operations and Adapting Marketing Strategies." Thesis, Umeå universitet, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-185101.
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Purpose -- Given the enduring COVID-19 pandemic, this thesis set out to reveal an updated perspective of the service-oriented small business experience, particularly in their access and choice of financial resources to fund operations and adapt marketing strategy. By the time this study started, it was clear which businesses had been rising with the new tides of swelled categorical demand vs. those that were persevering like embers in a 'slow burn' state of low income against persistent expenses. Therefore, the research sought to compare the results of marketing experimentation with current plans for increasing resiliency, or enabling robust growth, coming out of the pandemic. Methodology / Design / Approach -- As the quantitative understanding of the business impacts had been generalized, a closer look was needed into what entrepreneurs and small business leaders were thinking about in the present moment, by reflecting on factors for survival / thriving, until this point and going forward. To capture this wide range of perspectives and strategies in formulation, qualitative methods with a diverse set of businesses were selected. Theoretically, customer-centric marketing principles were employed, focusing on three intangible firm resources (of the resource-based view): 1) Stakeholder Relationships; 2) Brand Equity and 3) Knowledge / Capabilities. Findings -- With the realization that adequate financing is inaccessible and government support perceivably unreliable, small businesses naturally tested several emergent strategies within the limits of their available resources. During times of crisis and radical change, as entire industry ecosystems are reassuming their fundamentals, companies have the opportunity to maximize and develop their resources, in alignment with differing and changing customer demands. Practical Implications -- While the recommendations are tailored for small business and optimistically many, cities are also suggested to take a resource-based VRIO (Value, Rarity, Imitability and Organizability) approach to supporting the economic value and potential of their retail, restaurant and service-oriented business communities. Originality / Value -- Applying a modern customer-centric view for the small business resources most potentially valuable and developable, this research contributes a unique crisis-borne framework, which may be conceptually used as a hotbed -- by both internal and external (i.e. municipalities, partners and customers) stakeholders -- for ideating novel marketing strategies and supporting business growth / resilience. Keywords: Adaptation, Crisis Management, Financial Liquidity, Access to Capital, Government Aid, Alternative Finance, Marketing Strategy, Resource-based View (RBV), Customer-Centric, Stakeholder View, Brand, Authenticity, Knowledge, Capabilities, Marketing Management, Marketing-Finance Interface, Paid Marketing, Organic Marketing, Customer Loyalty, Community and Decision-Making
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Yeh, Neng-Wei, and 葉能維. "Human Resource Management Capability and Business Performance：A Resource-Based View." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/14189490780055432406.
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碩士<br>南台科技大學<br>國際企業系<br>97<br>In recent years, there are more and more human resource management studies which used the resource-based view（RBV）to discuss the relations between human resource management capabilities and business performance（e.g., Batt, 2002; Chan, Shaffer, and Snape, 2004; Guest, Michie, Conway, and Shehan, 2003; Huselid, 1995; Wright, McCormick, Sherman and McMahan, 1999）. Although RBV is the mainstream in strategy management field, the author thinks that more discussions can be made about how to apply RBV for the HRM researches. Many RBV related researches only examines the impact of HRM practices on the overall performance. But Ray, Barney and Muhanna（2004）argued, the firm performance is influenced by many business different processes. Each different process could have positive or negative impact on overall firm performance. Therefore, only focusing on the impact of HRM towards company performance can not bring the meaningful conclusion.
The author takes Ray et al.（2004）’s viewpoint into account, and then use questionnaires received from 50 listing electronic companies in Taiwan Stock Market as the samples of this thesis to analyse the relationship among human resource management capabilities, human resource management effectiveness, company competency, and firm performance. There are three important findings, the first one is that human resource management capabilities can enhance human resource management effectiveness. Secondly, the author figure out that human resource management effectiveness is not a bridge between human resource management capabilities and firm performance. Finally, firm competency and human resource management capabilities have significant influence on company performance. The author hope that the accomplishment of the research can help us to understand the entity of human resource management capabilities.
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Ng, Lena Kay Lin. "Exploring management control systems using the resource-based view : a case study of the balanced scorecard." 2006. http://arrow.unisa.edu.au:8081/1959.8/46354.
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This thesis critically analyses the definitions of strategy within the management control literature, the relationship between resource-based view of strategy and the balanced scorecard, as well as the impact of these on manager's perceived performance. Contingency theory has been used as the overall framework for this thesis. The thesis discusses the interaction between changes in management control systems and organisational changes through the use of the Laughlin framework and the three mechanisms of institutional isomorphic suggested by DiMaggio and Powell.
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Zubac, Angelina. "Investing in resources to create customer value: the organisational, strategic and performance implications." 2009. http://hdl.handle.net/2440/50872.
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This qualitative, case-based study examined how managers conceptualise customer value and translate customer learning into customer value creating processes. The study considered a sample of high and low performing firms operating in non-dynamic and dynamic market environments to investigate market and firm-level effects. It was found regardless of whether a firm operates in a non-dynamic or dynamic market environment, managers approach customer value as a time dependent and tridimensionally construct. In order to operationalise customer value, managers need to constantly consider: 1. The attributes or benefits that are embedded in or customers can associate with the firm’s products and services, 2. The consequences achieved by customers when using or being provided with the firm’s products and services, and 3. The goals and purposes which are achieved by customers after they use or received the firm’s products and services. In other words, in order to create optimal levels of customer value, managers must be able to map the configuration of activities that need to be undertaken at the firm to the configuration of commercial and assurance-based benefits customers want to have delivered to them through the firm’s products and services at different points in time. They must then be able to map these activities and benefits to the combination of resources that can realise them. This includes the combination of dynamic capabilities which the firm uses to develop products and services that can help customers cope with change and have their idiosyncratic problems addressed. However, it was found that firms that operate in dynamic market environments tend to invest in and develop more structured and ordered approaches to customer learning than the firms that operate in non-dynamic market environments. They also rely more on bottom-up/top down decision-making processes to develop the firm’s customer value delivery strategy than firms that operate in non-dynamic market environments. Firms that operate in non-dynamic market environments tend to use top-down decisionmaking processes and are more likely to lever off their strategic planning processes to develop their customer value delivery strategy than firms that operate in dynamic market environments. Consistent with these findings and the RBV literature, it was found that the high performing firms were better at creating value for their target customers across three customer value dimensions. Their managers were also better at identifying when it was in everyone’s best interests to differentiate between customer groups, and integrate and link critical customer learning and decision-making processes. This includes processes that promote strategic and operational forms of customer learning, and continual customer value learning and performance tracking. In summary, the study demonstrated that heterogeneous firm performance can be explained by the way managers at different firms are able to conceptualise customer value, how they develop their customer value delivery strategies, and their differing abilities to integrate key customer value learning and decision-making processes. Moreover, it demonstrated that a firm is more likely to sustain a competitive advantage and be persistently high performing if it develops a core customer value learning and customer value delivery competency.<br>Thesis (Ph.D.) -- University of Adelaide, Business School, 2009
Books on the topic "Human resource management; Business strategy; Resource-based view"
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Laura, Brown, ed. Value-based human resource strategy: Developing your consultancy role. Butterworth-Heinemann, 2003.
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1964-, Foss Nicolai J., and Robertson Paul L, eds. Resources, technology, and strategy: Explorations in the resource-based perspective. Routledge, 2000.
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Grundy, Tony, and Laura Brown. Value-Based Human Resource Strategy. Taylor & Francis Group, 2016.
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Grundy, Tony, and Laura Brown. Value-based Human Resource Strategy: Developing your HR Consultancy Role. Butterworth-Heinemann, 2003.
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Scholz, Tobias M. Big Data in Organizations and the Role of Human Resource Management: A Complex Systems Theory-Based Conceptualization. Lang GmbH, Internationaler Verlag der Wissenschaften, Peter, 2017.
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Scholz, Tobias M. Big Data in Organizations and the Role of Human Resource Management: A Complex Systems Theory-Based Conceptualization. Lang GmbH, Internationaler Verlag der Wissenschaften, Peter, 2017.
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Scholz, Tobias M. Big Data in Organizations and the Role of Human Resource Management: A Complex Systems Theory-Based Conceptualization. Lang GmbH, Internationaler Verlag der Wissenschaften, Peter, 2017.
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Parab, Varsha, Ramesh Mahadik, and Diksha Tripathi. Indian Business Case Studies Volume VII. Oxford University PressOxford, 2022. http://dx.doi.org/10.1093/oso/9780192869432.001.0001.
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Abstract Volume VII of Indian Business Case Studies book is divided into three interesting sections, which is designed to give greater exposure to the reader in the field of human resource, finance, strategic management, operations, etc. This volume comprises case studies of repute industries like Tata Group, Maruti Suzuki Ltd., Nestle, Nokia, and many others. The Case Volume includes business case studies designed and developed based on current business and economic scenarios in India, both based on published data and field search live case Studies. These case studies enable effective adoption of Case Methodology of teaching for UG and PG Studies in Business Management as also best suited for management development programs in Business and Industry. These case studies offer the best of opportunities and tools to be used in offline and online Teaching and Learning methodology especially help developing analytical skills and problem resolution techniques in the students of business management studies and young and aspiring business executives globally. The cases included in this volume are designed by the authors keeping in mind the requirements of the users and are relevant for current and future industry requirements. It does justice in the field of different specializations and explores multi-dimensional views of users, a perfect volume for users from education and industry. The basic premise of the cases will help the user to develop strong critical thinking abilities and will expedite their learning.
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Chee Chee, Lim. Case Studies in Management and Business (Volume 3). UUM Press, 2017. http://dx.doi.org/10.32890/9789672064428.
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Institute for Management and Business Research (IMBRe) is pleased to put forward this book which contains a compilation of business management case studies.The cases in this book are meant for teaching and learning purposes which could be used for both the undergraduate and postgraduate levels.In specific, the first case about Lang Buana Museums requires students to apply their knowledge of how to manage an entity in public sector with respect to its accountability, financial management and accounting to address the Museums problems in trying to improve the operation and financial conditions of the Museums. The second case about Regular Care insurance and Critical Care insurance requires students to apply their knowledge of insurance management and also financial management about time value of money (TVM) concept in making purchase decisions for different needs of medical care and for different premium payment terms.The third case about BFN Bank Berhad requires students to apply their knowledge of bank management with respect to commercial banks operations and its lending activities to come up with turnaround strategies in reducing the banks non-performing loans (NPLs) to enable the bank to generate high return. The fourth case about Langkawi Buffalo Park requires students to apply their knowledge of how to manage a farm to improve its performance with respect to management, marketing and finance by conducting SWOT analysis and re-establishing the length of time expected to break even.The fifth case about a small family business requires students to apply their knowledge of strategic management by performing SWOT analysis, explaining how business creates values under cost-leadership strategy, discussing the disadvantages of resource-based model and identifying exit barriers. The sixth and last case about Knots Group Café requires students to apply their knowledge of human resource management with regard to the recruitment, development (talent management) and retention of employees for business sustainability.
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Allen, Mathew R., and Patrick M. Wright. Strategic Management and HRM. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0005.
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This article aims to discuss this intersection between strategic management and HRM, what we know, and future directions for Strategic Human Resource Management (SHRM) research. It begins by briefly discussing the concept of strategy and the popularization of the resource-based view (RBV) of the firm. Next it addresses its role in creating the link between HRM and strategic management including key questions that the RBV has raised in relation to SHRM. It then examines the current state of affairs in SHRM, the progress made, and key questions and concerns occupying the attention of SHRM researchers. Finally, it concludes with a personal view on future directions for SHRM research.
Book chapters on the topic "Human resource management; Business strategy; Resource-based view"
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Gilmore, Sarah. "The strategic dimensions of human resource management." In Human Resource Management. Oxford University Press, 2012. http://dx.doi.org/10.1093/hebz/9780199605484.003.0002.
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This chapter explores the strategic dimensions of human resource management (HRM). It begins by outlining what is meant by the term 'business strategy'. Then, it enumerates the different ways organizations develop their business strategies. It also presents tThree influential models that seek alignment between strategic goals and people management activities such as the best-fit, best-practice, and resource-based view (RBV) models are considered. The chapter assesses the evidence as to the extent to which these forms of alignment are evident, evaluating the relationship that such modes of practice have with the HRM function. Finally, it discusses what empirical studies suggest is occurring in relation to organizational performance.
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Hossari, Hosna, and Kaoutar Elfahli. "Toward a Better Understanding of Green Human Resource Management’s Impact on Green Competitive Advantage: A Conceptual Model." In Business, Management and Economics. IntechOpen, 2022. http://dx.doi.org/10.5772/intechopen.105528.
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Today, green human resource management (GHRM) has become a key business strategy where HRM plays an active role in the ongoing green movement. Thus, the topic of GHRM is of growing interest among management scholars. However, despite the theoretically important role of GHRM, relatively small number of research has been discovered so far about how GHRM, in companies striving to achieve environmental sustainability, could help them gain a green competitive advantage (GCA). Thus, based on the resource-based view (RBV) arguments, the main objective of this paper is to develop a conceptual model of the relationship between GHRM and green competitive advantage through green knowledge, green values, and green commitment. This model is expected to provide a strategic map that could be utilized by the practitioners and managers so that GHRM implementation can be more effective in contributing to green competitive advantage. Overall, the present article extends knowledge on the resource-based view by contributing to the literature on GHRM and its interactions with the main assets that lead to green competitive advantage.
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Jones, Peter, and Peter Robinson. "Operations Strategy and International Operations." In Operations Management. Oxford University Press, 2019. http://dx.doi.org/10.1093/hebz/9780198724353.003.0015.
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This chapter explores operations strategy and international operations. It notes the relationship between corporate, business, and operations strategy in line with the relationship between operations, marketing, human resource, and finance strategies. The chapter also includes the comparison between market-driven and the resource-based view of operations strategy. It discusses the concept of business models as well. Next, the chapter looks into the internationalization and globalization of markets while identifying the challenges and alternative approaches in manning an international operation. It then cites the difference between contemporary operations strategies and how it is used to achieve order winners.
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Wuen, Chin Han, Fahmi Ibrahim, and Kabiru Jinjiri Ringim. "Quantitative Analysis of Strategic Human Resource Management and Organizational Learning." In Handbook of Research on Developing Circular, Digital, and Green Economies in Asia. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-8678-5.ch004.
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It is crucial for business organizations to maintain sustainability within the globalized market environment. However, the organizational ability of micro, small, and medium enterprises (MSMEs) is inadequate to generate sustainable competitive advantage. Moreover, strategic management theories are developed based on large business organizations which cannot be fully applied in MSMEs. From this knowledge gap, this research study addressed the core question of “Does strategic human resource management (SHRM) and organizational learning impact the sustainability of service-based MSMEs in Brunei Darussalam, with competitive strategy as mediator?” From a questionnaire survey of 275 service-based MSMEs, this research study confirmed SHRM and organizational learning to yield significant impact on organizational performance of service-based MSMEs. These results are partial significantly mediated by competitive strategy. From these findings, this research study extended the knowledge on resource-based view, contingency theory, and organizational alignment theory within the MSME context.
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Yorulmaz, Halil. "Road to Workplace Spirituality Through Sustainable Business Strategies Based on NRBV Approach." In Advances in Human Resources Management and Organizational Development. IGI Global, 2024. http://dx.doi.org/10.4018/979-8-3693-1524-8.ch011.
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The natural resource-based view (NRBV) argues that strategy and competitive advantage are based on firm capabilities that contribute to environmental sustainability. In this context, it provides a framework consisting of various interrelated strategies for sustainability. The literature points to making plans and developing strategies to improve workplace spirituality by focusing on spiritual values at the organizational level. It discusses how a corporate social responsibility strategy as a capability that provides a competitive advantage to the company based on NRBV interacts with the three pillars of workplace spirituality—meaningfulness and purposefulness, a sense of community referring to a sense of integration with colleagues—and its compatibility with organizational goals, values, and mission. In this way, theoretical insights are provided by this study to obtain a strategic capability for companies and thus to provide various gains such as organizational sustainability and competitive advantage by developing workplace spirituality.
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Vernizzi, Silvia, Andrea Beretta Zanoni, and Meir Russ. "Strategic Inertia vs. Strategic Change." In Advances in Human Resources Management and Organizational Development. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9652-5.ch007.
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Increasingly dynamic, complex and unpredictable economic circumstances require continuous and systematic re-evaluations of business strategies and plans and coherent and effective strategy implementation. Adopting the Resource Based View theoretical framework this chapter is aimed at shedding light on the role of human capital in the strategic change process. Specifically, by adopting the case study methodology the chapter points out the relevance and critical nature of human capital in the complex process that has driven Fiat's competitive and financial turnaround since 2008. Through the lens of Fiat's case, the article contributes both from an academic and a practitioner point of view, to shed light on the relevance of human capital in organizational attitude change, strategy formulation, choices implementation, and more in general, in Fiat's business model re-definition. The chapter ends with case questions.
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Dalgıç Turhan, Gönenç, Narin Bekki, and Gulen Rady. "Socially Responsible Value Creation in the Post-COVID-19 Era." In Advances in Human Resources Management and Organizational Development. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-8065-3.ch004.
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The unfortunate economic environment emanated from the outbreak of the coronavirus has suddenly raised business organizations' concerns over the value creation. This new era forced them to focus on dynamic and digital capabilities to cope with the adverse changes. Following the stakeholder theory and the resource-based view, this chapter attempts to specify value creation of companies to preserve strategic position while satisfying the demands and interests of their stakeholders. In this sense, corporate social responsibility (CSR) seems a viable way of providing help and support to stakeholders during the fight against the pandemic as well as a catalyzer for the integration of sustainable development goals that can bridge the widened gap in the society. Hence, this chapter seeks to present an understanding on socially responsible value creation, dynamic and digital capabilities, and implementation of sustainability-driven CSR initiatives to ensure recovery, growth, and achieve sustainable development goals.
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"Future Challenges in Human Resource Management." In Strategic Approaches to Managing Technological Change in Sustainable Business Models. IGI Global, 2025. https://doi.org/10.4018/979-8-3373-3466-0.ch007.
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In the evolution of business management, ESG (environmental, social, governance) issues have an increasingly important role, which is no longer aimed exclusively at a reputational return but also above all at real ethical objectives and performance improvement. In this chapter it is emphasized the importance of these issues with particular attention to the social issue. The purpose is to demonstrate how the psychological well-being of the worker, which for decades has been put on the back burner, must be a primary objective of the company and must be seen not only as part of its outcome but as a real investment. It is precisely for this reason that it is of fundamental importance to demonstrate how, in addition to the obvious social benefit, correct management of human resources and their well-being can improve and speed up business processes, creating an effective and efficient working environment. The first part offers a comprehensive view of human resources management, first analyzing the history of HR management practice and then giving a clear vision of the role of the manager.
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Rajagopal, Kannan, Vaisahli Mahajan, and Krishna Chandan Ayyagari. "Human Resource Management Strategies of the Indian Information Technology Sector Post-Pandemic." In Advances in Business Strategy and Competitive Advantage. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6632-9.ch010.
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The objective of this chapter is to discuss the changes incorporated in the human resource management strategies post-pandemic situation owing to the COVID-19 pandemic which has instigated disaster across the Indian information technology sector. However, the information technology (IT) industry has been cruising through the situations steadily compared to the other sectors as it has adopted certain innovative human resource (HR) management strategy coupled with technological innovation. The theoretical investigation using the secondary data sources and views of HR professionals clearly reveals that the information technology sector has incorporated strategic changes to restore the balance and control the distortion caused by the COVID-19 pandemic to the industry. More specifically, the diverse HR strategies incorporated by the IT firms in their efforts were focused to combat the economic repercussions caused by the pandemic, keeping in mind the financial strength of the company, employee morale, future business outlook, and employer branding.
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Intan-Soraya, Rosdi, and Kok-Wai Chew. "Human Resource Management for Innovative Capability Development in Malaysia’s New Economic Model." In Intellectual Capital Strategy Management for Knowledge-Based Organizations. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-3655-2.ch008.
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This chapter spotlights Malaysia’s New Economic Model (NEM), which aims to create a sustainable and robust economy through increased productivity and innovation. An innovation-driven business environment is to transform the Malaysian economy into one of high income and quality growth. Innovation is fueled by knowledge in organizations, and knowledge resides within individual employees. Thus, firms need to bring about knowledge exchange among employees to build on its innovative capability. Specific strategies can be utilized to encourage employees to acquire, share, and apply knowledge to create organizational value. The field of Human Resource Management (HRM) therefore becomes relevant in understanding organizational innovation in Malaysia. However, a comprehensive framework bridging HRM and organizational innovation has yet to be developed. This chapter fills in the gap by proposing a human resource management framework for innovative capability development in organizations for Malaysia’s New Economic Model.
Conference papers on the topic "Human resource management; Business strategy; Resource-based view"
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Caballero Márquez, Jose Alonso, Mauricio José Martínez Pérez, Katherine Julieth Sierra Suárez, and Zulay Yesenia Ramírez León. "Knowledge transfer for process improvements of SMEs in the region: experience from Project-Based Learning." In INNODOCT 2021. Editorial Universitat Politècnica de València, 2021. http://dx.doi.org/10.4995/inn2021.2021.13414.
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Knowledge has become the resource that enables higher levels of value aggregation in the production of goods and services, the sustainable insertion of emerging economies into the global village and the improvement of the living conditions of individuals. Based on the abovementioned, academia, particullarly universities are called to lead the generation of knowledge, not only for teaching and research, but also for offering solutions to the productive sector, that is, by generating knowledge transfer of businesses, the state and communities. This is the main challenge face by the academic community in order to prove if its intervention in organizations may have a great impact on the productivity and competitiveness of the different economic sectors. Therefore, this research aims to structure a teaching-learning strategy intended to the identification and analysis of a case problem of the productive sector. This strategy is based on the active methodology of project-based learning, as well as on the application of knowledge acquired by students in the following three areas: 1) Methods and Timing Analysis, 2) Human Talent Management; c) and Budgeting Fundamentals. Taking this into account, the students managed to diagnose and provide solutions to real problems of companies belonging to the productive sector of the region of Santander, Colombia. As a result of the research, it was possible to have a positive impact both from the point of view of the productivity of the organizations in the thematic axes addressed, as well as from the students’ appropriation of knowledge. In the same way, it was achieved the strengthening of the relationship between University – Business, contributing to the advance in the transfer of knowledge in the productive sector of the region from academia.
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K. Purayil, Prasannakumar, and Sujith Pratap Chandran. "Fossil Fuels to Green Hydrogen: A Paradigm Shift? An Examination of Capital Project Management Perspectives in the Post-Pandemic Era." In International Petroleum Technology Conference. IPTC, 2022. http://dx.doi.org/10.2523/iptc-22359-ms.
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Abstract OBJECTIVE/SCOPE Hydrogen based economy is real? Are the oil producers being pressurized to curtail greenhouse gas emissions? While several organizations are revisiting its means to shift the business basics from fossil to hydrogen, there are several questions to be answered. Terms such as "hydrogen", "wind" and "solar" are getting more popular in the project management dictionary. In addition, the post pandemic era could be of greater challenge, especially for managing mega projects. A fundamental realignment in project management discipline is inevitable. While managing the transition, the project management functions also require a better "redefinition" in line with such paradigm shift. This paper investigates the project management changes and challenges from a large, Joint Ventured project context, in the post pandemic era in terms of redefining better project success. METHODS, PROCEDURES, PROCESS The Paris Agreement, the international treaty on climate change, is litigating the need for adopting low carbon energy sources; its longer term impacts will be studied. The transition of energy basics to hydrogen, which is imminent, to be treated as very fundamental, its implications from project complexity management aspects will be investigated. Technological maturity and economical feasibility along with its stakeholder's influences will be reviewed. The high level interface aspects from technology integration viewpoints will be analyzed. Project Human Resource Management challenges will be evaluated. Second change driver is the impacts of Covid-19, which has several lessons to be investigated and captured from project management perspectives. Improvisation of risk management practices during post pandemic period will be documented as part of project execution strategies. Key aspects such as contracting, procurement and supply chain strategies will be evaluated as an effective methodology for risk reduction. RESULTS, OBSERVATIONS, CONCLUSIONS The fundamental changes in oil based capital project management will be elaborated based on two critical change drivers. Project configuration, integration and risk management perspectives will be analyzed from decision marker's view points. The considerations of additional critical success factors from capital project management will be defined. Project Definition Parameters defined through integrated Front End Loading, iFEL will be elaborated. Project decision model and leadership model from PMO perspective will be detailed. An overall strategy for changed conditions beyond project triple constraints will be outlined. NOVEL/ADDITIVE INFORMATION The strategic redefinition of project management functions and its implementation aspects will be administered through a competent Project Management Office (PMO) function. Authors identify the PMO's leading roles from a change management perspective while implementing capital projects.
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Saukkonen, Juha. "Developing future engineers with broad views and deep skills - the emergence of a new T2-capability profile." In SEFI 50th Annual conference of The European Society for Engineering Education. Universitat Politècnica de Catalunya, 2022. http://dx.doi.org/10.5821/conference-9788412322262.1105.
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Companies are increasingly stressing their need for recruits and employees who can understand the company strategy and operations on a wider scale and with an integrative mindset, as opposed to siloed departments, jobs, and people possessing those jobs. With new digital technologies, new organizational forms such as team-based organizations and virtual teams as well as Human Resource Management practices like job rotations, there are increasing opportunities for cooperation and integration of people with different backgrounds and skillsets, as the interplay between marketing (business function) and R&D (engineering function). However, having the company practices and infrastructure "right" for holistic and cross-disciplinary work does not suffice. The professional preparedness of the practitioners has to support this new paradigm as well. The solution has been proposed to be T-shaped capabilities, where the vertical line represents the deep expertise in one area, and the horizontal line overview expertise to better understand processes outside one´s domain. This is an improvement to I-shaped capabilities, where the connecting horizontal integration is missing. The paper propagates for a prospective upgrade to the T-shaped capability model, the T2 capability profile. The core idea - derived from interviews with industry managers - is that two horizontal lines differ in scope. The societal/business megatrends demand a set of non-contextual understanding of issues such as sustainability, quality as well as basic technical and financial literacy, and the other horizontal line is made of company-and industry-specific processes. To conclude, the opportunities to foster T2-capabilities in (engineering) education get discussed.
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SHOAIB, Muhammad, Roman ZÁMEČNÍK, Zuhair ABBAS, Mohsin JAVED, and Asad Ur REHMAN. "GREEN HUMAN RESOURCE MANAGEMENT AND GREEN HUMAN CAPITAL: A SYSTEMATIC LITERATURE REVIEW." In International Scientific Conference „Contemporary Issues in Business, Management and Economics Engineering". Vilnius Gediminas Technical University, 2021. http://dx.doi.org/10.3846/cibmee.2021.649.
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Purpose – green human resource management (GHRM) and green human capital (GHC) are relatively over- looked aspects in the existing literature of human resource management. Keeping in view, this systematic literature review attempts to highlight and explore its related avenues in the fresh domains of GHRM-GHC and provide a future research agenda for the development of knowledge. Research methodology – this study employs a systematic literature review methodology. The review analyses 25 studies especially focused on secondary data of peer-reviewed articles published in academic journals from 2008 to 2020. Findings – this study demonstrated that green HRM is imperative for the implementation of environmental sustain- ability. More importantly, green human capital is considered an important strategic tool for HR managers and policy makers for devising human resource policies. Research limitations – this study only focus on articles reported in high-quality research journals. However, other scholarly materials, such as books and conference articles have not been included in the review analyses. Practical implications – this study provides guidelines to policymakers and managers to pay attention towards environ- mental sustainability and future research agenda to carry out analytical and empirical research. Originality/Value – this study enhances the body of knowledge on GHRM field. This study provides a pathway for scholars to explore the emerging areas of human resource management such as green intellectual capital and green human capital to achieve sustainable development and competitive advantage.
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Su Ming, Liu Ji-lu, and Zhang Hong-jun. "The construction of human resource information system model based on enterprise strategy." In 2011 International Conference on Business Management and Electronic Information (BMEI). IEEE, 2011. http://dx.doi.org/10.1109/icbmei.2011.5916952.
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Nguyen Thi Thanh, Dan. "SUSTAINABLE HUMAN RESOURCE MANAGEMENT IN FAMILY COMPANIES IN VIETNAM: PRACTICE AND SOME IMPLICATIONS." In International Conference on Political Theory: The International Conference on Human Resources for Sustainable Development. Bach Khoa Publishing House, 2023. http://dx.doi.org/10.51316/icpt.hust.2023.48.
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As the core content of corporate governance, sustainable human resource management is valued by managers to achieve the related purposes of ensuring the safety and sustainable development of corporate assets, especially for family businesses. The level of sustainable human resource management of the family business will directly influence the management level of the family business, even becoming a key indicator to measure the prosperity and decline of the family business. From this point of view, the article is mainly based on human resource management experiences in family businesses in the world, assesses the current situation of human resource management in family businesses in Vietnam, and clarifies specific causes of human resource management issues and the main challenges for sustainable human resource management in family businesses in Vietnam, and on that basis, some suitable solutions are proposed to optimize the level of human resources management of family businesses in Vietnam.
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"Analisis Strategi Proyek Reparasi Kapal Dengan Menggunakan Metode Analytical Hierarchy Process (AHP)." In Maritime Business Management Conference. Politeknik Perkapalan Negeri Surabaya, 2024. https://doi.org/10.33863/mbmc.v3i1.3247.
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The performance of ship repair projects at a shipyard company in East Java has not reached optimal levels, as evidenced by the inability to meet project completion targets. This study aims to analyze internal and external factors, formulate performance improvement strategies, and prioritize these strategies. The analysis identified 6 strengths, 6 weaknesses, 4 opportunities, and 6 threats. Based on SWOT analysis, 8 main strategies were identified. AHP analysis shows that the top priority strategy is implementing double cash. This is crucial as sudden additional work from the Owner Surveyor (OS) often disrupts planning and resource allocation. With double cash, the project team can efficiently handle additional tasks without disturbing the existing budget, address OS decision delays, and reduce disruptions to human resources and facilities, ensuring smooth operations and timely project completion. The second priority strategy is enhancing effective communication with OS to expedite decision-making and optimize resource allocation. The third priority is managing or evaluating customer payment terms to maintain stable cash flow, reduce financial risks, and avoid project delays.
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Ngan, Arthur Cheng Ho, Ankaj Kumar Sinha, Harnee Bt Saad, and Juhaidi B. Jaafar. "Driving Resource Stewardship to Secure Hydrocarbon Resource Development for Sustainability and Growth in Sarawak Region." In SPE/IATMI Asia Pacific Oil & Gas Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/205743-ms.
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Abstract Strategic vision and long-term view of upstream development plan is one of the key directives entrusted to Malaysia Petroleum Management (MPM) to secure sustainable production for the nation. The Sarawak Area Development Planning (SK ADP) is one such critical study aimed at identifying the inventory of hydrocarbon resources, potential outlook on projects' commercial viability, as well as shaping the portfolio mix strategy to deliver the long-term business growth. This SK ADP study also keeps Petroliam Nasional Berhad (PETRONAS) well-positioned to steer Petroleum Arrangement Contractors (PACs) in developing and maximizing the full value of resources. This includes outlining opportunities to collaborate in project sequencing and cost optimization efforts. This paper illustrates the methodology, process workflow and key takeaways from the SK ADP study. The SK ADP study was conducted to establish a development blueprint based on overall available resources and projects' first hydrocarbon sequencing for the short-term and long-term development planning in the Sarawak region. The key objective of the study was to identify the most optimum and technically viable integrated development plans, whilst also incorporating the agreed commitments and existing limitations inclusive of technology application and replications. The process workflow consisted of identifying six focus areas to further enhance the Sarawak Portfolio, maximizing the assets' value and ultimately meeting overall supply and demand requirements. These focus areas act as guiding principles to mature the overall development plan for the area, relating to generating an inventory basket, facilities optimization, clustering strategy, technology evaluation, contaminant management and risk assessment. Cross-discipline integration plays a pivotal role in shaping the final roadmap for each of the focus areas coupled with holistic validation. With the SK ADP in place, it can function as a key reference document and kept updated with the latest developments to maintain PETRONAS' agility in the pursuit of both business sustainability and continuous growth in the region. Key deliverables from this ADP can be turned into actionable insights for field implementation and help boost overall resource management in the region for long-term production delivery. This paper presents the best practices adopted for region level development planning in alignment with strategic vision for business growth.
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Chuyen, Doan Thi. "IMPACT MODEL OF GREEN TRAINING ON BUSINESS PERFORMANCE." In BuPol Kuala Lumpur 2024– International Conference on Business, Economics & Policy, 02-03 December. Global Research & Development Services, 2024. https://doi.org/10.20319/icssh.2024.490498.
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This research explores the effects of human resource management practices, organizational culture, organizational innovation, and intellectual capital on organizational performance, with a focus on enterprises in Vietnam. Utilizing foundational theories such as the Resource-Based View and Dynamic Capability Theory, the study integrates these elements to provide a comprehensive understanding of their combined impact. The methodology employs Structural Equation Modeling to analyze data collected from representative firms, ensuring robust insights. Findings demonstrate that human resource management practices significantly influence employee satisfaction and productivity, while an innovation-oriented organizational culture enhances adaptability and creativity. Furthermore, investment in intellectual capital drives competitive advantage, and organizational innovation directly contributes to improved performance outcomes. These results offer critical implications for both academic research and practical applications, providing strategies for business leaders to enhance operational effectiveness and sustain competitive performance in dynamic markets.
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Tran Thi, Trang, and Kiet Luong Van. "HUMAN RESOURCE MANAGEMENT AND ORGANISATION BEHAVIOUR BY APPLYING THE MCKINSEY 7S FRAMEWORK: THE CASE STUDY OF GOOGLE LLC AND MICROSOFT CORPORATION." In International Conference on Political Theory: The International Conference on Human Resources for Sustainable Development. Bach Khoa Publishing House, 2023. http://dx.doi.org/10.51316/icpt.hust.2023.51.
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The McKinsey 7S model proposes seven key points, including: Strategy, structure, systems, staff, skills, style, and shared values, the last of which is central to the rest. An analysis of case study how this model can be applied to assess a company’s competitive and strategic position. Briefly, Google and Microsoft are American worldwide technology corporations, doing almost the same business sectors that relate to the Internet and Technology. Based on the research results from Google LLC and Microsoft Corporation, all the seven factors in the McKinsey 7S model clearly are aligned and critical for these company’s success. there is a significant emphasis on the human resources, especially in the Shared Value, that strongly interconnect and support each other. Thus, the 7S analysis is useful in highlighting a company’s strengths and challenges to achieve effectiveness and efficiency in human resource management and organisation behaviour.