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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.
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Nik Hazimah Nik Mat, Syuhaida Mohamed@Jaafar, and Aina Syuhaila Mohamad. "Dealing With Uncertainty: An Analysis of VRIN Resources for SME’s Business Survival." International Journal of Business and Society 23, no. 1 (2022): 542–59. http://dx.doi.org/10.33736/ijbs.4629.2022.
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Extant research suggests the application of resource-based view (RBV) in exploring the issue of firm growth and innovation. Crucial elements of RBV assume that valuable, rare, inimitable and non-substitutable (VRIN) resources are necessary for an organisation to gain competitive advantage, especially in an uncertain business environment. This study focuses on employees’ performance and the implementation of human resource management practices as important tools for survival in a challenging time. A content analysis is employed based on interviews data of managers of small and medium hotels in three popular islands in Malaysia. The analytical results are contradictory to the assumptions of VRIN resources. Island hotels are found to own a uniqueness in its characteristics that influence the hotels’ strategy to survive. Findings of this study call for future exploration of tourism industry sustainability planning, mainly to address the many challenges of uncertain business environments through effective resources management.
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Khizindar, Tariq M., and William K. Darley. "A study of female Middle Eastern entrepreneurs: a resource-based view." Journal of Research in Marketing and Entrepreneurship 19, no. 1 (2017): 42–58. http://dx.doi.org/10.1108/jrme-07-2016-0023.
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Purpose Using the resource-focused view of the firm as a theoretical backdrop, this study aims to examine the relationships between entrepreneurial perceptions and two dependent measures (i.e. customer satisfaction outcomes and firm performance). Specifically, the study tests the boundary conditions of the resource-based view (RBV) performance relationship in a Middle Eastern context. Design/methodology/approach The data from 171 female Saudi entrepreneurs are analyzed using structural equation modeling. Findings The research results revealed that marketing capability and financial capability (i.e. financial capital access) have a positive significant effect on both dependent measures. Labor shortage also has a negative significant effect on both dependent variables, whereas operations capability does not show a significant effect on the two dependent measures. To a large extent, the results show that the RBV holds true in the Saudi context. Originality/value The study contributes to the knowledge about the effects of specific human and financial capital, as well as illuminates how marketing capability, financial capital access and labor shortage impact these dependent variables in the unique context of Saudi Arabia among female entrepreneurs, thereby extending the knowledge of the RBV in different contexts. Furthermore, it extends knowledge of the entrepreneurship literature, especially in the area of gender-based entrepreneurship research in developing countries.
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Rodeiro Pazos, David, Sara Fernández López, Luis Otero González, and Alfonso Rodríguez Sandiás. "Firm creation in universities: a resource based view." Cuadernos de Gestión 8, no. 2 (2008): 11–28. http://dx.doi.org/10.5295/cdg.19116dr.
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Firm creation is used by universities not only to transfer technology to society but also to contribute to the development of the regional economy. However, due to the relatively recent character of the phenomenon of the university spin-offs, the empirical studies are not plentiful on the topic. From a resource based view, this paper analyses what universities' resources have an influence on the spin-off creation. We find that financial and institutional resources are significantly positively associated with university entrepreneurship.
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Sokur, A. V., T. S. Kolmykova, and V. A. Mishchenko. "Modern Trends and Technologies of Human Resource Management." Proceedings of the Southwest State University. Series: Economics. Sociology. Management 13, no. 3 (2023): 191–202. http://dx.doi.org/10.21869/2223-1552-202313-3-191-202.
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The relevance of the study is determined by the fact that the socio-economic transformations taking place in the world require a rapid adjustment of the conditions for the functioning of a business, for which human resources become a determining factor in competitiveness, which determines survival in a rapidly changing market. The study of trends and modern technologies of human resource management becomes especially relevant in such circumstances, since it allows you to identify areas for improving relations between employees and employers.The purpose of the study is determined by the need to study modern trends in the development of human resources that affect their management technologies in modern conditions.The objectives of the study are as follows: to study modern approaches to the content of human resources and determine the conceptual foundations of their management; substantiate the reasons for the transition to the humanistic concept of human management; to systematize the key directions of development of human resources and technologies for their management; identify scenarios for the future development of relationships between employees and employers.Methodology the research methodology is based on the methods of logical and comparative analysis, data grouping, the method of expert assessments, modeling and forecasting.The results of the study show that the modern concept of human resource management is being transformed, realizing the transition from the organizational and social to the humanistic concept of human management. The modern business strategy is defined by the functionality of human resource management from the position of recognizing the abilities and talents of a person as a special object of management. The work reveals a set of reasons that led to the transformation of managerial functions: the predominance in the 21st century of the format for describing the decisionmaking environment BANI instead of VUCA; digitalization of most of all processes and phenomena surrounding a person; high mobility of workers and their commitment to the idea of lifelong education. Taking into account these patterns, the study identified basic trends in human resource management, which are grouped into three blocks: socio-economic and organizational, managerial-technological and humanitarian-behavioral. Based on expert assessments, scenarios for the development of human resources have been developed from the point of view of their interaction with employers under the influence of factors of a growing supply of talents and the regulatory role of the state.Conclusions: the conclusions obtained as a result of the study indicate that the growing complexity of the modern world requires a transition to the maximum variability of human resource management scenarios and the rejection of universal technologies, for which there is no place left in modern conditions of unpredictability.
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Gautam, Prakash Kumar, and Sushmita Gautam. "Navigating the Startup Innovation Ecosystem: Strategies for Effective External Resource Management." Batuk 10, no. 2 (2024): 55–71. http://dx.doi.org/10.3126/batuk.v10i2.68152.
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This research examines how innovation ecosystems facilitate startup innovation across the creation, development, and market phases. We analyze the roles of diverse ecosystem actors, emphasizing their contributions to resource dynamics using the case method approach. Semi-structured interview-based data was analyzed using content analysis. The study revealed the significance of the strategy of using external resources for the success of startups. During the creation phase, non-market-oriented entities like universities and incubators support startups with crucial early-stage R&D funding and business model formulation. In the development phase, startups refine their products with backing from accelerators, investors, and customers, utilizing innovation resources for prototyping and validation, and transitioning into the market phase, startups scale operations with market-oriented actors, focusing on organizational readiness and leveraging established business models for growth. Throughout these phases, startups balance exploration and exploitation strategies, enabling innovation ambidexterity. Our findings highlight how innovation ecosystem actors provide essential resources—physical, social, financial, and human—that foster startup resilience and maturity. Grounded in the Resource-Based View framework, this study offers empirical insights into strategic adaptations within innovation ecosystems, illustrating their transformative impact on startup success.<
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Saputro, Reza Hafidz Dwi. "Strategic Human Resource Development & Support System Characteristics." International Journal of Social Service and Research 3, no. 4 (2023): 1033–37. http://dx.doi.org/10.46799/ijssr.v3i4.337.
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The concept of Strategic Human Resource Management has become a very important and interesting discussion at Polda Bali. A company if it wants to succeed in competition in the global era like today must be able to make a human resource management design that has the ability and is responsive to changes in the business world in the future (strategic). The research aims to explain the concept of strategic human resource management (HRMS) and the characteristics of its support system in an effort to contribute to company performance. This MSDMS research uses a qualitative approach by using a literature review in presenting theories about the research problems being conducted. This study concludes strategic human resource management (HRM) primarily from a process point of view to improve organizational performance. First, analyzing the common features in the definition of HRM clarifies five features (close fit between human resource management (HRM) and management strategy, etc.). Second, approaches that investigate the relationship between strategy, HR practices and organizational performance are reviewed. As a result, best practice approaches have been frequently used and produce comparatively useful results with contingency approaches and configurational approaches. The PSDM system will be considered to have strategic value in the context of public management reform only if it has the ability to develop a supportive environment for learning, where there is a clear link between the PSDM and the government's strategic objectives. national institutions, which in turn have been aligned with the goals of public management reform. Strategic PSDM is a prerequisite for an emerging learning culture and for learning organizations to thrive.
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Bozhinovska, Tihona, Ljupcho Eftimov, and Leonid Nakov. "Suvremena menadžerska analiza perspektive višestrukih dionika u upravljanju ljudskim resursima." Management 28, Special Issue (2023): 13–27. http://dx.doi.org/10.30924/mjcmi.28.si.2.
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The aim of the paper is to enhance the understanding of strategic human resource management (SHRM) as a concept by identifying the factors that impact its adoption in organizations and the potential outcomes, thus creating a comprehensive framework. This paper has been designed as an integrative literature review that attempts to answer the following research questions: What are the predictors of the adoption of a multi-stakeholder perspective in human resource management and what are the expected outcomes of implementing strategic human resource management in terms of value creation? In addition, the paper aims to answer the following questions: How do strategic changes influence the adoption of the multi-stakeholder perspective in human resource management (or the strategic human resource management processes) and is there a causality between them? To explain the interconnectedness between strategic changes and human resource management, the authors propose a conceptual framework for the multi-stakeholder perspective in human resource management or a new model for strategic human resource management. The proposed conceptual model provides a more comprehensive view of strategic human resource management. The key elements of the proposed strategic human resource management model are the CEO leadership characteristics, including CEO career diversity and CEO willingness to adopt the authentic leadership approach, and the possible consequences of SHRM in achieving higher organizational effectiveness (improved organizational performance). This model also assumes that employee engagement plays a mediating role between strategic human resource management practices and organizational effectiveness. This paper provides an integrative literature review on the adoption of the multi-stakeholder perspective in human resource management and creates a new conceptual framework for strategic human resource management.
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Alfaraby, Akhmad, and Lijan Poltak Sinambela. "Human Capital Development Strategies in Improving the Performance of The General and Financial Bureaus of The Indonesian Quarantine Agency." International Journal of Management Science and Information Technology 5, no. 1 (2025): 20–26. https://doi.org/10.35870/ijmsit.v5i1.3619.
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Human capital is a key resource that plays an important role in organisational performance. Research shows a positive relationship between human capital and organisational performance, such as higher productivity and improved financial performance. Human capital also contributes to competitive advantage, by emphasising the importance of internal resources in organisational strategy. Integrating human capital with organisational strategy through appropriate governance policies and practices can improve individual and organisational performance, and build sustainable competitive advantage. Organisational performance is measured through three dimensions: market, operational and financial performance. Human capital management, rooted in a resource-based view, emphasises the importance of building and managing human capital as a valuable asset. Effective human capital management practices can create knowledge, skills and culture that are difficult to replicate, thus supporting the achievement of organisational goals. In the context of digitalisation, new challenges arise in managing human capital, including the need to change ways of working and upskill employees. Therefore, human capital strategies should focus on employee development, performance management, employee relations, and well-being. As such, human capital management acts as a strategic partner in achieving organisational sustainability and competitiveness in the digital age. Effective integration between human capital strategy and business objectives is key to facing challenges and capitalising on opportunities.
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Rosyafah, Siti, and Juliani Pudjowati. "What are the Key Determinants of Human Resource Management Effectiveness in Enhancing Organizational Financial Performance?" Atestasi : Jurnal Ilmiah Akuntansi 7, no. 1 (2024): 525–60. http://dx.doi.org/10.57178/atestasi.v7i1.815.
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This study aims to investigate the key determinants of Human Resource Management (HRM) effectiveness and their implications for organizational financial performance. A structured literature review methodology was employed to synthesize findings from various academic databases and sources, including Google Scholar, JSTOR, ScienceDirect, and business-focused databases like Business Source Premier. Keywords such as "human resource management," "organizational financial performance," "talent management," "training and development," and "performance management" were used to refine the search. The review focused on theoretical frameworks such as the Resource-Based View, Human Capital Theory, Strategic HRM Model, Social Exchange Theory, and Contingency Theory, as well as empirical studies examining the relationship between HRM practices and financial outcomes. The findings suggest that strategic alignment between HRM and organizational strategy is crucial for enhancing financial performance, along with effective talent management, training and development initiatives, and performance management systems. Moreover, organizational culture and the impact of technology were identified as important moderating and mediating factors influencing the effectiveness of HRM practices. The study underscores the need for HRM practitioners to align HRM practices with organizational strategy, invest in talent development, and leverage technology to drive organizational success. The synthesis of research findings provides valuable insights for both scholars and practitioners seeking to understand and enhance the effectiveness of HRM in achieving organizational financial performance.
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Parameswaran, Hima. "“The resource-based paradigm – a special emphasis on work- force capital as a competitive strategy in businesses”." Advances in Social Sciences Research Journal 7, no. 9 (2020): 251–61. http://dx.doi.org/10.14738/assrj.79.9019.
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It is a known fact that organizational strategies have created a competitive advantage of organizations. However, this competitiveness can be achieved only with the proper deployment of human, physical, and organizational resources. A study on the resource-based paradigm, specifically on human assets, explores the significance of human involvement and human investment perspective in enterprises. In view of that, a mixed approach, with a quantitative and qualitative survey was conducted in randomly selected manufacture industries in the UAE. The statistical analysis, with the help of SPSS 20 confirms the correlation between this model with its latent variables, talent management and change management, towards a strategic move. Moreover, the results prove that this RBV can enhance the mobility of various resources in the organization, maintain a culture, uphold gain-sharing, and boost network opportunities for the organizational and individual competencies.
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Richard, Orlando, Amy McMillan, Ken Chadwick, and Sean Dwyer. "Employing an Innovation Strategy in Racially Diverse Workforces." Group & Organization Management 28, no. 1 (2003): 107–26. http://dx.doi.org/10.1177/1059601102250022.
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This study explored racial diversity’s influence on firm performance. A national sample of 177 banks was used to first test competing hypotheses supported by the resource-based view of the firm and social identity theory that posited positive and negative direct effects, respectively, of racial diversity on organizational performance. No support was found for either prediction. However, a contingency theory-based hypothesis was supported. A moderation effect indicated that racial diversity’s association with performance was contingent on firms’ level of innovation. Specifically, racial diversity enhanced performance for banks pursuing an innovation strategy, whereas for banks low in innovation, performance declined. The results suggest that a racially diverse workforce in conjunction with an innovation-focused business strategy may provide firms a competitive advantage. This study thus supports a contingency/resource-based perspective that states that racial diversity, as a knowledge-based resource, needs to be set in an appropriate context to fully realize its potential benefits.
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Yahya, Salman, Sana Jamil, and Maryam Farooq. "The impact of green organizational and human resource factors on developing countries' small business firms tendency toward green innovation: A natural resource‐based view approach." Creativity and Innovation Management 30, no. 4 (2021): 726–41. http://dx.doi.org/10.1111/caim.12469.
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Indrajit Goswami, Abdel Ghaffar Ben Hamida, Suraj Peelamedu Gopal, and Jalaja Anil Kumar. "Effective Role of Human Resource Management Policies Within Marketing Organization: The Impact on Business and Marketing Strategy Implementation." International Journal of Professional Business Review 8, no. 7 (2023): e0997. http://dx.doi.org/10.26668/businessreview/2023.v8i7.997.
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Purpose: The purpose of this study is to examine the effective role of human resource management (HRM) policies within marketing organizations and their impact on business and marketing strategy implementation. Theoretical framework: The study will be based on the resource-based view of the firm, which posits that a firms resources and capabilities can be a source of sustainable competitive advantage. Design/methodology/approach: The study will use a quantitative research design, collecting data through surveys administered to employees and managers within marketing organizations. Data will be analyzed using statistical techniques to identify relationships between HRM policies and business and marketing strategy implementation. Findings: The findings of the study will provide insights into the impact of HRM policies on business and marketing strategy implementation and identify specific HRM practices that are associated with better performance outcomes. The major findings of this study are that the HRM policies improve the growth of a business and deliver quality work to the customers by understanding the external and internal affairs. The HRM policies improve the growth of a business and deliver quality work to the customers by understanding the external and internal affairs. Research, practical and social implications: The results of the study will have implications for practitioners, as they will provide guidance on how to design and implement effective HRM policies within marketing organizations. Additionally, the study will contribute to the broader understanding of the role of HRM in organizational performance. Originality/value: This study will be among those to examine the role of HRM policies in marketing organizations, providing new insights into how these policies can be leveraged to improve organizational performance.
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Büber, Harun, and Emrullah Seven. "Strategic Decision-Making in the AI Era: An Integrated Approach Classical, Adaptive, Resource-Based, and Processual Views." International Journal of Management and Administration 9, no. 17 (2025): 67–97. https://doi.org/10.29064/ijma.1637935.
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This study explores how artificial intelligence (AI) can enhance strategic decision-making by integrating with four established strategic schools: Classical, Adaptive, Resource-Based, and Processual. While AI improves data-driven insights, it lacks the strategic foresight, contextual awareness, and ethical judgment inherent in traditional frameworks. Using a structured literature review, this conceptual study evaluates the synergy between AI and strategic schools. Sources were selected from peer-reviewed databases, including Scopus and Web of Science, using keywords such as "AI-driven strategy," "strategic management," and "decision support systems." The findings reveal that AI enhances Classical strategy through predictive analytics and scenario planning, strengthens Adaptive strategy via real-time responsiveness, supports RBV by optimizing resource identification, and complements Processual strategy by facilitating continuous learning. However, AI’s limitations in handling tacit knowledge, ethical considerations, and contextual judgment highlight the need for human oversight. This study proposes a hybrid framework where AI supports, rather than replaces, strategic decision-making. It offers actionable recommendations for business leaders, including AI-powered strategy frameworks, governance policies for ethical AI deployment, and human-AI collaboration to navigate dynamic business environments effectively.
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Kankaew, Kannapat, Ekachat Tansiri, Rojanard Waramontri, et al. "Coping With the Changes That Challenge Business and Education Sectors in Thailand 4.0." International Journal of Asian Business and Information Management 13, no. 2 (2022): 1–11. http://dx.doi.org/10.4018/ijabim.287588.
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This paper explores the ideas, and cases based on research that emanate from the application of the contingency theory, resource-based views theory, and the institutional theory to cope with an abruptly changing paradigm. The paper attempts to provide a holistic view of the IR 4.0 impact on the business changes and the usage of technology in the education sector among Thais. This paper stresses the role of the educational sector by creating a shift from static into dynamic triggered by the intense competition in the Thailand markets. Keeping in view such a scenario organization should be pliable and enabled enough to transform existing resources into intellectual resources. This would result in the revitalization of the entire organizational human capital from leaders to teams, and individuals contributing to morally support employee well-being and this would strengthen the reaping extraordinary organization results in terms of output. All this is seen through the lens of IR 4.0 as applied to the current Thai business and education scenario.
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Khawaja, Khurram Jawad, Sarwer Azhar, and Attique Arshad. "Examining Strategic human resource management and organizational effectiveness in Pakistani organizations." International Journal of Human Resource Studies 4, no. 3 (2014): 214. http://dx.doi.org/10.5296/ijhrs.v4i3.5992.
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PurposeSHRM is facing potential theoretical challenge in terms of unveiling “black box” mystery lies between logical and strategic application of SHRM and its impact on organizational effectiveness. To explore the gap between HR contribution and competitive advantage gained by the organizations, a viable mediating framework is needed in SHRM.Design/Methodology/ApproachIn the awake of rising world interest in SHRM, this paper aimed to analyze the scholarly works on SHRM those offer to stimulate mechanisms and configurations through which SHRM can serve to improve organizational effectiveness. Outcome of the debate is likely to use in future empirical research.FindingsOrganization needs to distinguish itself in performance and strategy from the other organizations. Improvement in resources helps the organizations to gain competitive advantage. Resource-based view of the firm used as a lens for this study explains that difference in business’s performance is dependent upon resources owned by the business. This study attempts to offer a framework that proposes a strategy to distinguish itself in performance. HRM management set up in an organization gets influenced by HR system, and practices prevalent in the organization, workforce skills, employee level of competence, employee commitment and engagement. An organization cannot remain aloof from the repercussions of extraneous conditions such as political, economic, sociological, technological, legal and environment.Limitations and Future Research DirectionsThis conceptual study is limited to state and status of strategic HRM activities in Pakistani organizations. Future study may conduct empirical research by including employee perceptions as unit of analysis at the province level.Practical Implications The study is of great value to Pakistani organizations to excel on organizational effectiveness to optimize financial performance. This study offers a practical and rudimentary framework to implement desired strategic human resource management to gain organizational effectiveness.Key wordsSHRM, organizational effectiveness, Pakistan, framework
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Kamasak, Rifat. "The contribution of tangible and intangible resources, and capabilities to a firm’s profitability and market performance." European Journal of Management and Business Economics 26, no. 2 (2017): 252–75. http://dx.doi.org/10.1108/ejmbe-07-2017-015.
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Purpose The purpose of this paper is to investigate the relative contribution of tangible resource (TR) and intangible resource (IR), and capabilities on firm performance based on the measures of market share, sales turnover and profitability. Design/methodology/approach A cross-sectional survey research design was used in the study. The modified version of Galbreath and Galvin’s (2008) resource-performance questionnaire which included a total number of 45 questions was applied on 243 Turkish firms operating in different industries. The data collected were analysed by hierarchical regression analysis. Findings The findings revealed that IRs and capabilities contributed more greatly to firm performance compared to TRs. However, in contrast to the proposition of resource-based theory that views capabilities as the most important skills that underpin the development and deployment of both TR and IR, capabilities offered rather limited additional explanatory power to the prediction of firm performance only with respect to profitability against the combined effects of TR and IR. Originality/value The vast majority of the empirical resource-based view (RBV) research concentrates on developed countries and very little is known about results outside of this domain. This study employs Turkish business databases to assess the relative importance of TR and IR and capabilities on performance differences among firms in Turkey which was the 17th largest economy in the world trade in 2016. Second, in the RBV literature, limited research tests the contribution of capabilities to firm success after simultaneously accounting for the effects of other resources (namely, TR and IR) available to the firm. Finally, this research offers practical contributions to executives and managers who have to make adequate decisions for firm survival and growth in the competitive business arena.
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Pantea, Mioara Florina, Teodor Florin Cilan, Lavinia Denisia Cuc, et al. "Optimizing Romanian Managerial Accounting Practices through Digital Technologies: A Resource-Based and Technology-Deterministic Approach to Sustainable Accounting." Electronics 13, no. 16 (2024): 3206. http://dx.doi.org/10.3390/electronics13163206.
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The rapid advancement of Big Data and artificial intelligence (AI) has significantly transformed management accounting practices, necessitating a reevaluation of job profiles and skill-sets required for professionals in this field. This study explores managerial accounting practices in Romanian contexts, examining how digital technology aligns with competitive strategy, managerial efficiency, human resources constraints, and limited resources constraints. Grounded in technology determinism and the resource-based view theory, this research identifies factors influencing the successful implementation of and challenges associated with managerial accounting practices. A sequential mediation analysis investigates pathways wherein investments in human resources and constraints related to limited resources influence managerial advancement through digital technology and competitive strategy. This study emphasizes digital technologies’ role in optimizing costs, enhancing operational processes, and facilitating strategic decision-making. This study’s conclusions show that, even in situations with limited resources, digital transformation projects greatly improve managerial effectiveness and competitive strategy. The participants included 406 professional accountants from the Romanian accounting community. Practical implications for companies include the necessity for strategic planning in digital implementations to mitigate constraints and capitalize on opportunities for sustainable growth and competitive advantage. This report provides a path to optimize the potential of digital technology and gives practical recommendations for researchers and business leaders.
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Köseoglu, Mehmet Ali, Fevzi Okumus, Eka Diraksa Putra, Mehmet Yildiz, and Ismail Cagri Dogan. "Conceptual Structure of Lodging-Context Studies: 1990-2016." Journal of Hospitality & Tourism Research 43, no. 4 (2019): 573–94. http://dx.doi.org/10.1177/1096348018823912.
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The purpose of this article is to analyze the conceptual structure of lodging-context research. In this regard, 2,632 articles published between 1990 and 2016 were analyzed utilizing network analyses. We find that the knowledge domain of lodging has been expanding, with greater focus on the business and economic activities of hotels. As the network density is low, lodging as a field is at a relatively early growth level and it is open for multidisciplinary collaborations. Articles related to strategy, marketing, and human resource management are relatively mature and well developed. However, some areas such as resource-based view, and cruise business still remain undeveloped and immature. Moreover, as one of the first studies in this field, this work provides an inclusive evaluation of the results, limitations, and suggestions for future research.
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Gauthier, Jeffrey. "Advancing sustainable business through discourse: a conceptual framework." Social Responsibility Journal 13, no. 1 (2017): 143–54. http://dx.doi.org/10.1108/srj-01-2016-0005.
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Purpose The purpose of this paper is to explore the relationship between individuals’ discursive practices and organizational-level strategic change with respect to sustainability strategy. Design/methodology/approach The approach taken integrates Hart’s natural resource-based view of the firm with discourse theory. Findings A conceptual model of the relationship between discursive practices and strategic change is proposed. Research limitations/implications The paper’s model serves as a foundation on which future empirical research on the effectiveness of specific discursive practices can be conducted. Originality/value Much of strategy research is notable for the absence of discussion on human actors and actions. The paper helps to fill this gap, contributing to existing scholarship by examining the micro-foundations of sustainability strategy through the fundamental role of individuals’ discursive practices.
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Buchelt, Beata Irma, Aldona Frączkiewicz-Wronka, and Renata Kaminska. "Key Determinants of Human Resource Management in Hospitals: Stakeholder Perspective." Engineering Management in Production and Services 9, no. 2 (2017): 105–15. http://dx.doi.org/10.1515/emj-2017-0020.
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AbstractOver the past decade, theoretical and empirical research on the various aspects of human resources (HR) within the healthcare (HC) sector has grown extensively due to its′ strategic importance in the sector. There is a visible tendency among researchers to pursue an effective human resource management (HRM) strategies, methods, and tools. Countries implement policies which should increase the amount and competences of employees within healthcare. Providers of HC services (i.e. hospitals) tend to enforce modern HRM solutions adapted from business organisations to attract, retain and develop HR. However, these seem not be as effective as they could (Hyde et al., 2013). Because of this, authors approached a researched reality from the point of view of a contextual paradigm, assuming that HRM solutions to be effective should match the reality of HC providers (Pocztowski, 2008). The aim of the research was to detect determinants which might influence the management of medical personnel in hospitals and identify the possible strength of these determinants so a more adjusted organisational and human resource management strategy could be elaborated. The list of possible determinants of hospital operations as the result of meta-analysis was elaborated. The list created the basis for interviews conducted among stakeholders and experts. Respondents were asked to appraise the factors with the usage of numerical scale considering their influence on medical personnel management in hospitals (physicians, nurses and others). In total, there were 28 interviews completed. The general conclusion which can be drawn from the analysis of these data is that hospitals should reorient their HRM practices in such the way that not only the quantitative but also the qualitative aspect of performance would be properly handled. This paper draws from HRM theory (contextual approach), stakeholder theory, and healthcare management theory, adding new insight to each in the context of the HC sector. Identification of most important factors which influence hospitals could allow the providers to elaborate HRM strategy adjusted to external circumstances.
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Mahmud, Imran, Shahriar Rawshon, and Md Jahidur Rahman. "Role of Mosque for Human Resource Development." IIUC Studies 9 (July 10, 2015): 279–92. http://dx.doi.org/10.3329/iiucs.v9i0.24032.
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In this research, an attempt was made to highlight the role of mosque to help build an Islamic HR environment in the society from moral and spiritual perspectives. It also focused on an extensive strategy to be applied by the concerned business people for Islamic HR practice in the organization effectively. If certain contents of HR practice were discussed in the jamat or the Friday khutbah at the Mosque addressing the terms Islamic HR practice would reflect the mind of the people working in different sectors. The research outlined here, if implemented, the Islamic HR would surely function as an effective means of building the stable business and the Islamic HR practice in the society. That type of step is an immense need in the age of the moral and spiritual crises when there is not enough scope to know that information about Islamic practice in business. The survey was based on primary and secondary data both. And this research WAS is developed in the context of Quran and Sunnah. The research is WAS based on mainly the Bangladesh perspective which reach that the 50% respondents strongly agreed that they would like to know about the Islamic Human Resource Management in the mosque where 70% respondents thought that the Mosque is a place for not only prayers but also a training centre of Islamic values. Another interesting outcome was 50% respondents are strongly agreed that it is important to bring Islamic scholars cum employers to share their knowledge about different disciplines at the mosque. Such a Mosque can help the Muslims to learn the views and thoughts of Islam and that can help the people live harmoniously and peacefully, and achieve salvation from Allah in the their life hereafter.IIUC Studies Vol.9 December 2012: 279-292
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COLEMAN, SUSAN, CARMEN COTEI, and JOSEPH FARHAT. "A RESOURCE-BASED VIEW OF NEW FIRM SURVIVAL: NEW PERSPECTIVES ON THE ROLE OF INDUSTRY AND EXIT ROUTE." Journal of Developmental Entrepreneurship 18, no. 01 (2013): 1350002. http://dx.doi.org/10.1142/s1084946713500027.
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This article explores factors affecting the survival and exit routes of new firms created in 2004 using data from the Kauffman Firm Survey. We draw upon the Resource-Based View to test several hypotheses regarding the impact of both tangible and intangible resources on new firm survival in both service and non-service firms. We also distinguish between two types of exit: closures (permanently stopped operations) and mergers or acquisitions. Our results reveal that, although service and non-service firms may differ in terms of industry structure, the fundamental resources that contribute to their survival are the same: education, work and life experience and adequate levels of startup financial capital. In spite of these similarities, our results did reveal industry differences in terms of exit. We found serial entrepreneurs in the service sector were more likely to exit through merger or acquisition. Conversely, intellectual property decreased the likelihood of exit through merger or acquisition for non-service firms. Thus, our findings revealed a link between human capital, industry and exit route for this sample of new firms.
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Kim, Sunghoon, and Patrick M. Wright. "Putting Strategic Human Resource Management in Context: A Contextualized Model of High Commitment Work Systems and Its Implications in China." Management and Organization Review 7, no. 1 (2011): 153–74. http://dx.doi.org/10.1111/j.1740-8784.2010.00185.x.
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This study contributes to strategic human resource management (HRM) research by offering a contextualized model of HRM effectiveness. Building on HR attribution theory, we propose that the high commitment work system will be more effective in a context when: (i) employees are conditioned to trust employers and (ii) regulatory institutions are less restrictive, giving management more autonomy in human resource decisions. In such contexts, we argue that employees are more inclined to view the high commitment work system as an expression of the employer's genuine concern for employees. Hence, employees are more likely to reciprocate with high commitment. We find our contextualized HRM effectiveness model particularly useful in understanding HRM – firm performance relations in China where business environments are currently under transformation on both trust and regulations.
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Ujwary-Gil, Anna. "The business model and intellectual capital in the value creation of firms." Baltic Journal of Management 12, no. 3 (2017): 368–86. http://dx.doi.org/10.1108/bjm-10-2016-0224.
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Purpose The purpose of this paper is to analyze business model (BM) and intellectual capital (IC) of a firm with a focus on their common elements. The common bases in the field of strategic management for these two concepts are, among others, resource-based view, knowledge-based view, intellectual capital-based view, dynamic capabilities, and configurational approach. It indicates areas in which these two concepts can benefit from each other, e.g. in classification of components, their configuration, or dynamic approach. This general review examines the following research questions: What are the common concepts for the BM and IC? What are their common components? What does the dynamic approach to IC and BM mean? Design/methodology/approach The Web of Science™ Core Collection database was selected for the period 1975-2014 and the Journal of Intellectual Capital (JIC) indexed in Scopus® (Elsevier) was incorporated into the analysis for the period it had been indexed by Scopus (1990-2015). These databases were selected because they offer a reliable overview of historical data regarding journals, articles, and citation impact. The key filter criteria were the presence of the phrases “business model” or “intellectual capital” in the article title, abstract, and key words in order to narrow down the selection to the most appropriate results for the research area. Findings This paper investigates two concepts from the point of view of their underpinnings in management, definitions, and components, as well as value creation. Analysis of the foundations in management allows the author to present a cohesive model, which depicts a comprehensive approach to analysis of these two concepts. Many common elements have been identified and investigated. Originality/value First, it provides an indication of the common underpinnings of the analyzed concepts within the framework of strategic management and proposals for their development toward resource, knowledge, and IC accumulation, combination and heterogeneity-based views. Second, it presents an analysis of the BM and IC components, showing common elements between them. Third, it provides a description and analysis of dynamic view of BM and IC components in a value creation context.
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Longenecker, Clinton, and Laurence S. Fink. "Exceptional HR leadership rests on four foundations." Human Resource Management International Digest 23, no. 1 (2015): 21–24. http://dx.doi.org/10.1108/hrmid-12-2014-0160.
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Purpose – Considers the four foundations of exceptional human resource (HR) leadership – strong business acumen, trustworthy leadership, great HR expertise and cultural stewardship – that must be in place to meet current and future human resource challenges. Design/methodology/approach – Considers the four foundations of exceptional HR leadership – strong business acumen, trustworthy leadership, great HR expertise and cultural stewardship – that must be in place to meet current and future human-resource challenges. Findings – Advances the view that if one of the cornerstones is weak or ineffective, the ability of the HR leader and his or her team to be exceptional is greatly impaired. Practical implications – Reveals how to take HR to the next level. Social implications – Demonstrates how HR leaders can add value and improve the competitiveness of their enterprises. Originality/value – Explains how HR can best overcome the challenges it faces in respect of talent gaps, process failures, compensation and benefits repositioning, workforce realignment, dealing with budget cuts and fiscal constraints, lack of front-line management buy-in, compliance, increased time constraints and the need to help with technological implementation, strategy execution and improving profitability.
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Gebauer, Heiko. "An attention‐based view on service orientation in the business strategy of manufacturing companies." Journal of Managerial Psychology 24, no. 1 (2009): 79–98. http://dx.doi.org/10.1108/02683940910922555.
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PurposeThis article seeks to answer the following research question: How does the focus of attention and situated attention contribute to the formulation and implementation of the service orientation in the business strategy?Design/methodology/approachStructural equation modelling is used as a research methodology.FindingsThe paper suggests that the formation and implementation of service orientation in the business strategy is influenced strongly by managerial attention.Research limitations/implicationsThe results suggest that a survey is suitable for investigating managerial cognition and attention, but future research should benefit from obtaining data on managerial attention through interviews or secondary data such as company documents.Practical implicationsThe main effect on strategy implementation and the moderating role of situated attention suggest that managers should be aware of the potential inertia by implementing a service‐oriented business strategy. The main effects for strategy formulation suggest that the formulation of a service‐oriented business strategy is triggered through decreasing product margins in the case of product‐oriented companies, whereas it is triggered by increasing customer expectations for service‐oriented companies.Originality/valueThe study examines the moderating effects of focus of managerial attention and situated management attention on the service orientation of business strategy.
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Ray Chaudhuri, Manodip, and Shweta Mukherjee. "Exploring the Aura of Strategic HRM for Organizational Dexterity." Asian Journal of Managerial Science 11, no. 2 (2022): 7–11. http://dx.doi.org/10.51983/ajms-2022.11.2.3238.
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Strategic Human Resource Management (SHRM) covers the entire HR strategies used by organizations and attempts to quantify their influence on the performance of the organization. SHRM is a process for evolving and executing HR strategies that are associated with business plans and help the organization attain its objectives. This paper will explore the impression of SHRM in organization skillset and the link between strategic human resource management practices and organizational performance while using the resource-based view (RBV) approach in organizations. Existing research has highlighted or recommended that organizations use either a comprehensive and integrated approach or the best fit strategy to acquire a strategic advantage. The significance of SHRM for businesses will be discussed in this paper. The purpose of this paper is to inform people by providing an insight into the different components connected with Personnel Management and SHRM. It was possible to find many studies on these topics, and the most relevant ones were taken into consideration. To avoid the accumulation of too much data, redundancy, and irrelevance to present activities, the period of the 1990s has been taken into consideration. The method of collecting data is secondary, hence, the majority of the literature was sourced from internet databases and reputable Indian and international books and publications.
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Caputo, Francesco, Alexeis Garcia-Perez, Valentina Cillo, and Elisa Giacosa. "A knowledge-based view of people and technology: directions for a value co-creation-based learning organisation." Journal of Knowledge Management 23, no. 7 (2019): 1314–34. http://dx.doi.org/10.1108/jkm-10-2018-0645.
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Purpose This paper aims to investigate the potential of knowledge management (KM) as a discipline in helping understand and manage social and economic complexity. The paper highlights some of the potential relationships between KM in organisations and their economic performance. Finally, the authors assess the role of human resources and technological infrastructures in the relationship between organisation’s approach to KM and their performance. Design/methodology/approach The hypotheses are tested via a survey on a sample of managerial-level employees of information technology organisations located in the city of Brno in Czech Republic. The data collected are analysed using structural equation modelling (SEM) to study the relationship between KM; the workforce’s willingness and ability to collaborate and co-create value; and the organisations’ economic performance. Findings The research found that there is a direct and positive relationship between an organisation’s approach to KM and its economic performance. This study also shows that the workforce’s behaviour and the technological infrastructure of the organisation have a direct effect on business performance. Finally, the authors proposed that a link between human resource management and technology orientation must be established and supported by a KM strategy. Originality/value This paper offers a new perspective to the approach to KM in organisations. Reflections and empirical results underline the need for organisations to invest in the implementation of KM strategies that involve both the human resources and technological infrastructure as a way to improve the impact of knowledge on the companies’ economic performances.
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Lee, Wei-Long. "Environmental uncertainty affects inter-organisational partner selection: The mediating role of cost and strategy in alliance motivations among SMEs." Journal of Management & Organization 20, no. 1 (2014): 38–55. http://dx.doi.org/10.1017/jmo.2014.22.
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AbstractThis paper investigate the degree to which environment uncertainty affects inter-organisational alliance partner selection in small to medium-sized enterprises and blends the resource-based view in a multiple-mediator model in which different dimensions of alliance motivation (cost and strategy) act as mediating mechanisms that transmit the positive effects of environment uncertainty to partner selection criteria. Four hypotheses are developed and then tested on a survey data sample of 108 firms in the Taiwanese steel industry. Our research findings show the mediating effects of alliance motivation cost and strategy and understanding how environment uncertainty impacts alliance motivation (cost and strategy) within small to medium-sized enterprises.
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Dang, Vu Hung, and Valerie Lindsay. "Determinants of hedging strategy in foreign exchange risk management by exporting small and medium-sized enterprises: The mediating role of resources." Journal of General Management 48, no. 1 (2022): 3–13. http://dx.doi.org/10.1177/03063070211063310.
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Foreign exchange risk management is well researched in the context of multinational enterprises, but how small and medium sized exporting firms manage their forex risk is still largely unexplored, especially through an international business lens. This study investigates how New Zealand and Australian exporting small and medium-sized enterprises (SMEs) manage foreign exchange (forex) risk, and the impact of increasing internationalisation on this. The study draws on two theoretical perspectives to assist the investigation: the resource-based view and internationalisation theory. The surveys were distributed to New Zealand and Australian exporting firms across a full range of industry sectors represented in the business database provided by Kompass. Statistical analyses, including exploratory factor analysis, and confirmatory factor analysis were conducted to test the measurement model, structural model and research hypotheses. The study identifies four determinants of forex risk strategy of exporting SMEs: degree of internationalisation, forex exposure, perceived forex risk and resources. Organisational and human resources are shown to have a key mediation role in the model. The study provides insights into key determinants of forex risk management and their interrelationships in the little examined context of exporting SMEs.
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Punia, B. K., and Priyanka Sharma. "Employees' Perspective on Human Resource Procurement Practices as a Retention Tool in Indian IT Sector." Vision: The Journal of Business Perspective 12, no. 4 (2008): 57–69. http://dx.doi.org/10.1177/097226290801200406.
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Employee Retention is the biggest challenge that Human Resource Management is facing today. The uncertainty of a changing economy, increasing competition and diversity in the workplace have compelled the organisations to hold on to their top performers at whatever cost they have to pay. It is a very difficult task for the recruiters to hire professionals with right skills set all over again. Thus the focus has shifted from ‘numbers' to ‘quality’ and from ‘recruitment’ to ‘retention.’ Many organisational human resource management practices play dominant role in building employee commitment and loyalty. Out of the plentiful practices, the procurement practice facilitates the entry of an employee in an organisation. Hence keeping in view the significance of this function, the researchers have ventured to investigate the influence of procurement practices on employees ‘retention intentions in the Indian IT industry. This paper studies the influence of organisational procurement practices on employee retention intentions on the basis of personal and positional variables of employees. It also examines the variations in the corporate perception on the procurement practices as a retention tool for IT Personnel.
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Islam, Md Shamimul, Noorliza Karia, Fauziah Md Taib, Husna Ara, and Soroush Moeinzadeh. "Ethico-religious green supply chain management (GSCM): embedding Islamic ethics’ codes for improving environmental concerns." Journal of Islamic Accounting and Business Research 13, no. 1 (2021): 157–76. http://dx.doi.org/10.1108/jiabr-02-2021-0052.
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Purpose This study aims to propose an Ethico-Religious green supply chain management (GSCM) view grounded in Islamic teachings design to govern human beings working in the industries. Design/methodology/approach This study adopts a qualitative approach that used the semi-structured-interview method as a research instrument. Three experts researching various aspects of Islam were consulted to identify Islamic teachings related to green supply chain practices. Findings This study identifies several verses of the Holy Quran and the hadiths (a collection of traditions containing the sayings of the Prophet Muhammad) related to GSCM. It proposes these teachings as pro-environmental ethical codes. Research limitations/implications The proposed model has not been tested empirically. Future studies can consider an empirical test to find the possible effect of ethical codes on human behavior. Originality/value This study contributes to the literature in several ways. First, it presents an Ethico-Religious GSCM view that is new in the literature. Second, it extends the key premise of the natural resource-based view theory for achieving superior competitive advantage. Finally, it proposes a human governance approach useful for achieving firms’ environmental goals. This paper is helpful for managers who will find a human governance model supported by the Ethico-Religious GSCM view.
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Turner, Paul, and Danny Kalman. "Make your people before making your products." Human Resource Management International Digest 23, no. 1 (2015): 28–31. http://dx.doi.org/10.1108/hrmid-12-2014-0162.
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Purpose – Considers the challenges facing people developing talent strategy in global organizations and ways of overcoming them. Design/methodology/approach – Describes how to maximize the potential of a multi-generational, multi-cultural, cross-organizational, inclusive-talent workforce. Findings – Examines the importance of: highlighting the value of people to organizational success; making the business case; ensuring that the whole organization buys into the concept; having an inclusive/selective talent strategy with equal emphasis on each area; making the chief executive the chief talent officer; joining up talent-management activity with business activity and other people-management strategies; delivering talent management well; and making sure there is involvement from all of the organization’s stakeholders. Practical implications – Considers that people management works best when the interests of the organization coincide with the interests of individual employees. For the organization this, means achieving its stakeholder objectives. For the employee, it means satisfaction at work, a balanced life and visible career prospects. Social implications – Advances the view that the focus on talent has rarely been sharper and so the concept of “make your people before you make your products” is important. Originality/value – Emphasizes that the attraction, development, management and retention of talented people is critical to the success of all organizations.
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Labedz, Chester S., and Jegoo Lee. "The mental models of HR professionals as strategic partners." Journal of Management & Organization 17, no. 1 (2011): 56–76. http://dx.doi.org/10.5172/jmo.2011.17.1.56.
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AbstractIn this paper, we elicited and examined mental models of human resource professionals, regarding the interrelationships of important elements in shaping competitive strategy, for consensus or systematic variation, testing for HR's distinctive contribution at the strategy table. In order to examine their mental models, we collected empirical data from a stratified non-probability respondent sample of HR professionals in three stages: semi-structured informant interviews; free list and rank ordering tasks; and drawing exercises. Performing consensus analysis of respondents' mental models, we found that: First, as a group, HR professionals lack a robust, integrated HR strategic perspective; second, consensus views of labor relations practitioners and business unit generalists emerge as most distinctive and most people-focused. As one of few scholarly empirical examinations of HR practitioners' mental models on their view as strategic partners, this study challenges the normative calls among scholars and professional organizations for HR's participation in strategy formulation.
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Sebayang, Lovanda C. A., Sufiati Purwanegara Mustika, and Aditya Wibowo Satya. "Proposed Business Strategy for International Freight Forwarding Company (Case: PT Jahermosa)." International Journal of Current Science Research and Review 06, no. 01 (2023): . 777–789. https://doi.org/10.5281/zenodo.7588166.
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<strong>ABSTRACT:</strong> PT Jahermosa is an international freight forwarding company established in 2012. This company has experience handling several types of goods with various services and modes of transportation. The services provided include export-import goods delivery using sea, air, and land modes. Due to COVID-19, the company's sales performance has decreased from 2019 to 2021. However, according to data from the Central Bureau of Statistics, Indonesia's total exports and imports from 2020 to 2021 have experienced a drastic increase. This gap indicates an increase in the market for goods delivery services to and from Indonesia but did not accompany PT Jahermosa's ability to absorb the market. Therefore, this study aims to provide strategic business proposals for PT Jahermosa in the freight forwarding industry to improve the company's sales performance. This research is qualitative research using primary data and secondary data. Primary data was obtained through interviews with several customers and management participants. While secondary data is obtained through company financial reports, websites, journals, and articles. First, an analysis was carried out on the external and internal conditions of PT Jahermosa's freight forwarding business. External analysis was conducted using the PESTEL Framework, Porter's Five Forces Model, Customer Analysis, and Competitor Analysis. Meanwhile, internal analysis was carried out using the Resource Based View Model, VRIO Analysis, Porter Value Chain Analysis. After that, the internal and external analysis will be put into the Business Model Canvas. Then, SWOT analysis is used to evaluate the strengths, weaknesses, opportunities, and threats to assess the condition of PT Jahermosa using the data from external and internal analysis. Evaluation of these four factors forms the basis for formulating strategic alternatives using the TOWS Matrix. Finally, root cause analysis is carried out to find the real cause of the problems encountered using Problem Tree Analysis. Based on the results of this research, the strategy is formulated using the Diamond Strategy Model by considering four factors: vehicles, arenas, differentiators, speed, and economic logic. Value proposition canvas is used to support the proposed strategy. The limitation of this research is that financial reports need to be explained in detail to keep company documents secret. In addition, this research only covers PT Jahermosa as a freight forwarding and logistics service company. Further investigation can be made based on this research in the supply chain management, human resource management, and marketing strategy.
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Chazuza, Tendai, and Tongesai Mpofu. "Sustainable human resource management practices in small and medium enterprises: A strategic imperative for achieving sustainable development in Zimbabwe." Journal of Financial and Management Sciences; Vol. 1 No. 1 (2025): Special Issue: Sustainable Development 1, no. 1 (2025): 59–86. https://doi.org/10.70970/jchayg46.
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With the quest for sustainable development increasingly becoming a persistent concern for countries and organisations both globally and locally, sustainable human resource management (SHRM) has emerged as a vital strategy for achieving sustainable development. The study underscores the imperative of integrating SHRM practices in Small and Medium Enterprises (SMEs) for the achievement of sustainable development goals in Zimbabwe. With SMEs in Zimbabwe facing a myriad of challenges, the study was aimed at understanding how SMEs may integrate SHRM practices into their businesses. Grounded in the Resource Based View (RBV) theory and the Sustainable HRM framework, the study contributes to the existing literature by providing insights into the ways of integrating sustainable HRM practices into Zimbabwean SMEs. A qualitative research approach was employed, where semi- structured interviews were used to gather data from 10 Human Resource Management practitioners and 12 Small and Medium Enterprise owners. Thematic analysis of data was done and the findings revealed that SMEs in Zimbabwe were aware of the importance of implementing SHRM practices, however, they faced several challenges. The study concluded that while SMEs face various challenges and have not done much in integrating SHRM practices into the business, they can gain significant economic, social and environmental outcomes from such an integration. The study recommends SMEs to develop sustainability strategies, align SHRM practices with business goals, prioritise and focus on key areas, seek external expertise and support; capacitate SMEs owners and employees to be key players in implementing SHRM practices; and prioritise stakeholder engagement and partnerships in order to effectively integrate HRM practices into their businesses. The study underscores the potential of SHRM practices in enhancing the achievement of sustainable development where priority is given to the well-being of both people and the planet.
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Persson, Sybille, and Paul Shrivastava. "Sustainable Development of Human Resources Inspired by Chinese Philosophies: A Repositioning Based on François Jullien's Works." Management and Organization Review 12, no. 3 (2016): 503–24. http://dx.doi.org/10.1017/mor.2015.47.
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ABSTRACTThis paper provides a philosophical repositioning of human resource management (HRM) to further sustainable human resources development (HRD). We use a conceptual process, based on the work of French philosopher and Sinologist François Jullien. Despite its growing and diversified academic production, HRM research has become increasingly isolated from practice, from alternative views of human life, and from nature. This is at least partly due to its failure to self-question its Western centric roots. This paper describes some key conceptual innovations that deal with efficacy and ‘vital nourishment’ which are of particular interest for sustainable HRD. The question of how to feed life (or nourish it) in the workplace is illustrated by a gardening metaphor for managing human potential. In contrast to cross-cultural studies, this metaphor emerges from a dialogue between Western and Eastern philosophies, and offers alternative approaches to HRD based on some core insights from the Chinese tradition.
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Srivastava, Anupma, and Amita Marwha. "Managing the women managers: a case study of paper bag makers." Emerald Emerging Markets Case Studies 5, no. 2 (2015): 1–17. http://dx.doi.org/10.1108/eemcs-02-2014-0047.
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Subject area Human resource management. Study level/applicability It is appropriate for graduate students majoring in human resource or business management. Students who are interested in studying Asian economies in the world, as they are the most growing economies in the world and at the same time have a shocking number of people employed in the informal sector. Case overview This case study talks about women workers who face a glass ceiling at the management level and deplorable working conditions at the informal level. This case involves women in the paper bag-making business, a part of the urban informal sector. The paper bag-making business provides employment and income generation for the urban poor. The focus in this study is on women production workers, rather than entrepreneurs or professional managers. Focus of the study will be on the change in the pattern of income distribution within the family-based household, the degree of bargaining power derived from productive work and income and impact of technology on the plight of unskilled women force and how technology and vocational training can lead to utilization of manpower being wasted because of lack of synergy between technology and the informal sector in India. Expected learning outcomes Four key points of selection, training, assessment and leadership all have been addressed in this case study, and the relevance of these points is important from the point of view of management students who have to understand the linkages and the hidden costs these informal sector occupations come with and then to device an appropriate strategy to bring and use these human resources to their full capacity by utilizing the existing resources instead of adding new ones, which in development economics is known as Solow residual. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Coltman, Tim, Timothy M. Devinney, and David F. Midgley. "Customer Relationship Management and Firm Performance." Journal of Information Technology 26, no. 3 (2011): 205–19. http://dx.doi.org/10.1057/jit.2010.39.
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In this paper, we examine the impact of customer relationship management (CRM) on firm performance using a hierarchical construct model. Following the resource-based view of the firm, strategic CRM is conceptualized as an endogenously determined function of the organization's ability to harness and orchestrate lower-order capabilities that comprise physical assets, such as IT infrastructure, and organizational capabilities, such as human analytics (HA) and business architecture (BA). Our results reveal a positive and significant path between a superior CRM capability and firm performance. In turn, superior CRM capability is positively associated with HA and BA. However, our results suggest that the impact of IT infrastructure on superior CRM capability is indirect and fully mediated by HA and BA. We also find that CRM initiatives jointly emphasizing customer intimacy and cost reduction outperform those taking a less balanced approach. Overall, this paper helps explain why some CRM programs are more successful than others and what capabilities are required to support success.