22,776 research outputs found

    Is There a New HRM? Contemporary Evidence and Future Directions

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    [Excerpt] Is there a new human resource management? Yo. That is, yes and no. A new perspective -- strategic human resource management -- emerged during the 80s to take its place alongside the more traditional operational and programmatic perspectives as a major influence on the field. This perspective has rapidly progressed in terms of theory and research (if not practice). But, it continues to take many shapes and forms, and even with its various permutations, is far from universally embraced by scholars or practitioners. What follows is a brief look at the strategic perspective of the field. It begins with a summary of some common themes. This is followed by an illustrative review of extant theory,which in particular distinguishes between the two dominant theoretical streams which have thus far emerged: (1) the multiple model theorists (MMTs) who are given to building typologies of human resource strategies and describing or prescribing the conditions under which the various types work or should work best and (2) the dominant model theorists (DMTs) who are rather less preoccupied with contingencies and rather more concerned with the details and promulgation of their preferred models or strategies within and across firms. Next comes a look at the extent to which these two views show up in actual practice.The evidence is sparse, but their diffusion appears to be rather limited thus far. This naturally gives rise to a discussion of the factors which seem to encourage and, especially, discourage diffusion. Particular attention is paid to the adoption of the so-called strategic business partner role by human resource executives, managers, and professionals, and to the adequacy of this role as a catalyst for the diffusion of the strategic perspective across the U. S. and Canadian economies. Finally, suggestions are made regarding future theoretical and empirical work which might help keep the strategic perspective moving ahead

    Market-oriented product development as an organizational learning capability: findings from two cases

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    Conceptualizing market orientation at the level of the product development process is relevant, because market orientation is a highly critical factor for new product success and this conceptualization can be used as a starting-point to transform the whole organization into a more market oriented one. Market-oriented product development appears to be more than carrying out a number of marketing activities in a product development process. Using concepts from resourcebased theory and organizational learning theory, we draw up a conceptual framework of marketoriented product development as an organizational learning capability substantiated by findings from two case studies. This capability encapsulates the values and norms, knowledge and skills, technical and managerial knowledge systems, which enable learning about markets through information processing behavior in product development and improve this market learning behavior. This conceptualization stimulates research on operationalizing market orientation in the managerial context of a critical business process and research on enhancing the degree of market orientation.

    Strategy Research and the Market Process Perspective

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    We argue that strategizing fundamentally concerns disequilibrium phenomena, such as discovery, innovation, resource-combination, imagination - in short, entrepreneurship. Therefore, the understanding of strategizing is likely to be led astray by drawing too heavily on equilibrium theories. Arguably, the three dominant economic approaches to strategy - the Porter industry analysis approach, the new industrial organization, and the ressourcebased approach - are characterized precisely by their strong reliance on equilibrium methodology. We argue that the market process approach in its Austrian version offers much inspiration for bringing process issues to bear on strategy issues.Strategy, organization, competitive advantage.

    Capabilities, Confusion, and the Costs of Coordination On Some Problems in Recent Research On Inter-Firm Relations

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    The arguably dominant approaches to the study of interfirm relations are the capabilities and organizational economics perspectives. This paper discusses their merits and weaknesses, concentrating on the capabilities perspective, which is argued to rest on rather weak foundations, particularly as a theory of economic organization (including interfirm relations). However, it is suggested that both perspectives may be seen as part of an overarching bargaining approach to economic organization (yet to be developed). Both perspectives have identified impediments to efficient bargaining.Interfirm relations, capabilities, organizational economics, research methodology

    Strategic Management and HRM

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    [Excerpt] The purpose of this chapter is to discuss this intersection between Strategic Management and HRM, what we know, and future directions for SHRM research. We will begin by briefly discussing the concept of strategy and the popularization of the resource-based view (RBV) of the firm. Next we will address its role in creating the link between HRM and Strategic Management including key questions that the RBV has raised in relation to SHRM. We will then examine the current state of affairs in SHRM; the progress made, and key questions and concerns occupying the attention of SHRM researchers. Finally, we will conclude with our views on future directions for SHRM research

    Organisational Change and Human Resource Management Interventions:an Investigation of the Nigerian Banking Industry

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    The objective of this paper was to study the relationship between human resource management interventionist strategies and organizational change; and flexibility that can make employees more adaptive and receptive to changes. Out of one hundred and sixty copies of questionnaire administered, one hundred and twenty three (123) were collected and analyzed. Structural Equation Modelling (SEM), a hypothesized relationship was tested using Amos 18 that allows test of complex relationships between variables. Our model shows that relationship exists among human resource management interventionist strategies and was consistent with organizational change in the studied industry. However, the study can be extended to other industries, for example manufacturing industry as well as industry within the merger and acquisition of companie

    Learning in Service Ecosystems : Conceptualizing Network Learning in Servitization

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    This study examines the phenomenon of network learning in servitization in the context of service ecosystem where product-based manufacturing firms transform towards offering integrated solutions involving different actors. It analyzes the literature on joint learning, knowledge management and servitization and their interconnectedness in explaining how network learning play a role in servitization and developing joint solutions. Based on theoretically informed inter-disciplinary research, this paper conceptualizes the perspective of co-evolvement by studying the delivery of the solutions through a process of joint learning that takes place between network actors, within the service ecosystem. The findings reveal that the network learning through knowledge sharing, joint sense-making and knowledge implementation in servitization relate to value co-creation for all ecosystem actors. There is a servitization paradox exist, however, by employing coping strategies, firms can avoid the servitization failures where network learning can also play a role as a facilitator. This paper contributes to servitization and joint learning literature by bridging the gaps between scattered scholarship, addressing the recent calls for further research and offers articulated research foundations to understand different dynamics of servitization. The conceptual framework is envisioned to establish a baseline for firms to understand and endeavor the important role of network learning.©2022 IEOM Society International.fi=vertaisarvioitu|en=peerReviewed

    Organizational knowledge creation

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    The purpose of this paper is to present an overview of the state-ofthe- art in organizational knowledge creation, a field of research that is expanding almost exponentially. Knowledge creation is a dynamic capability that enables firms to achieve a sustainable competitive advantage on the market. Our purpose is to critically analyze the most significant ideas published in this field, and especially to present the most important models elaborated for organizational knowledge creation: Nonaka’s model, Nissen’s model, Boisot’s model, and the EO_SECI model. Also, we would like to identify the main determinants of the knowledge creation process.Ba, competitive advantage, knowledge, knowledge creation, SECI.
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