311,206 research outputs found
Measuring Organizational Performance in Strategic Human Resource Management: Looking Beyond the Lamppost
A major challenge for Strategic Human Resource Management research in the next decade will be to establish a clear, coherent and consistent construct for organizational performance. This paper describes the variety of measures used in current empirical research linking human resource management and organizational performance. Implications for future research are discussed amidst the challenges of construct definition, divergent stakeholder criteria and the temporal dynamics of performance. A model for performance information markets to address these challenges is introduced. The model uses a multi-dimensional weighted performance measurement system and a free information flow exchange mechanism for determining performance achievement criteria
Measuring Organizational Performance in Strategic Human Resource Management: Problems and Prospects
A major challenge for Strategic Human Resource Management research in the next decade will be to establish a clear, coherent and consistent construct for organizational performance. This paper describes the variety of measures used in current empirical research linking human resource management and organizational performance. Implications for future research are discussed amidst the challenges of construct definition, divergent stakeholder criteria and the temporal dynamics of performance. The concept of performance information markets that addresses these challenges is proposed as a framework for the application of multi-dimensional weighted performance measurement systems
An empirical investigation of Network-Oriented Behaviors in Business-to-Business Markets
This study is concerned with the extent to which network-oriented behaviors directly and/or indirectly affect firm
performance. It argues that a firm's interaction behaviors in relation to an embedded network structure are key
mechanisms that facilitate the development of important organizational capabilities in dealing with business
partners. Such network-oriented behaviors, which are aimed at affecting the position of a company in the
network, are consequently important drivers of firm performance, rather than the network structure alone. We
develop a conceptual model that captures network-oriented behaviors as a driving force of firm performance
in relation to three other key organizational behaviors, i.e., customer-oriented, competitor-oriented and
relationship-oriented behaviors. We test the hypothesized model using a dataset of 354 responses collected
via an on-line questionnaire from UK managers, whose organizations operate in business-to-business markets
in either the manufacturing or services sectors. This study provides four key findings. First, a firm's networkoriented
behaviors positively affect the development of customer-oriented and competitor-oriented behaviors.
Secondly, they also foster relationship coordination with its important business partners within the network.
Thirdly, the effective management of the firm's portfolio of relationships is found to mediate the positive impact
of network-oriented behaviors on firm profitability. Lastly, closeness to end-users amplifies the positive effect of
network-oriented behaviors on relationship portfolio effectiveness
Theoretical and Empirical Challenges in Studying: The HR Practice - Firm Performance Relationship
Over the past 10 years a plethora of research has been conducted seeking to establish a relationship between human resource (HR) practices and firm performance. While this research has demonstrated promising results, a significant number of problems exist. This paper seeks to identify the theoretical and empirical challenges facing researchers who wish to further establish the impact of HR practices on firm performance. We conclude with some recommendations for future research in this area that might more accurately assess this relationship in ways that will be useful for both researchers and practitioners
Operational Capabilities: The Secret Ingredient
We develop a theoretical definition of operational capabilities, based on the strategic
management and operations management literature, and differentiate this construct from
the related constructs of resources and operational practices, drawing upon the resourcebased view of the firm as our foundation. We illustrate the key features of operational capabilities using the illustration of a restaurant kitchen. Because the traits of operational capabilities are distinct, they create a barrier to imitation, making them a potential source of competitive advantage. However, operational capabilities are particularly challenging to measure, because they emerge gradually and are tacit, embedded, and manifested differently across firms. In solving this measurement conundrum, we draw upon similar situations experienced by Schein (2004) and Eisenhardt and Martin (2000) in operationalizing organizational culture and dynamic capabilities. A taxonomy of six emergent operational capabilities is developed: operational improvement, operational innovation, operational customization, operational cooperation, operational responsiveness, and operational reconfiguration. A set of measurement scales is developed, in order to measure each of the operational capabilities, and validated using two different datasets. This allows replication of the psychometric properties of the multi-item scales and helps to ensure the validity of the resulting measures
Competitive Advantages as a Complete Mediator Variable in Strategic Resources, Dynamic Capabilities and Performance Relations in the Car Sales Sector
Taking the resource-based view âRBV- and the dynamic capability view âDCV- as an orientation, the main aim of this study is to develop the mediator role that competitive advantages play in the relations between strategic resources, dynamic capabilities and performance. The study takes place in a dynamic and changing sector: the sale of new cars in Portugal. The results show that (a) achieving competitive advantages, which are decisive for business results, depends on the available strategic resources and the generating of dynamic capabilities, (b) in dynamic and changing sectors strategic resources are essential to generate dynamic capabilities, (c) firms must center their attention on, more than results, the generating of sustainable competitive advantages as these act as a mediator variable of the effect of strategic resources and dynamic capabilities on performance. The data scrutiny uses structural equation modeling (SEM) through PLS as the statistical instrument. The sample comprises 89 firms which sell new cars in Portugal
The Determinants of the Relationship of Corporate Social Performance and Financial Performance: Conceptual Framework
The objective of this paper is to investigate relationship between CSP and CFP using
contingency perspective derived from the strategic management domain. The investigation
will be done using lens of slack resource and good management theory. This study is
expected to provide a new insight on the link between corporate social performance and
corporate financial performance using contingency perspective as suggested in the strategic
management and accounting literature, an area has not been examined in the prior studies.
The result of this study can resolve the existing conflict in the literatures by developing an
integrated model of the link between CSP and CFP and the notion of corporate performance
which, in strategic management, is highly affected by four factors: business environment,
strategy, organization structure, and control system. The model will explain in what
condition the relationship of CSP and CFP is valid
Keywords:
Corporate social performance, corporate financial performance, slack resource theory, good
management theory, contingency theory, and moderating effect
Bringing tasks back in: an organizational theory of resource complementarity and partner selection
To progress beyond the idea that the value of inter-firm collaboration is largely determined by the complementarity of the resources held by partners, we build a theoretical framework that explains under which conditions a set of resources or capabilities can be considered as complementary and resulting in superior value creation. Specifically, we argue that the tasks that an inter-firm collaboration has to perform determine complementarities, and that complementarities arise from similar and dissimilar resources alike. We capture this relationship in the concept of task resource complementarity. Further, we examine factors that impact on the relevance of this construct as a predictor of partner selection. Finally, we discuss which implications arise for a theory of the firm when tasks are explicitly incorporated into the conceptualization of resource complementarity
Relationship Amongst Technology Use, Work Overload, and Psychological Detachment from Work
Permanent connection to the work world as a result of new technologies raises the possibility of workday extensions and excessive workloads. The present study addresses the relationship between technology and psychological detachment from work resulting from work overload. Participants were 313 professionals from the health sector who responded to three instruments used in similar studies. Through PLS-SEM, regression and dependence analyses were developed, and through the bootstrapping method, significance of factor loadings, path coefficients and variances were examined. Results of the study corroborate a negative effect of technology use on psychological detachment from work and a positive correlation between technology and work overload. Additionally, there is a significant indirect effect of technology on psychological detachment from work as a result of work overload. Findings extend the literature related to the stressor-detachment model, and support the idea that workers who are often connected to their jobs by technological tools are less likely to reach adequate psychological detachment levels. Implications for the academic community and practitioners are discusse
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