The role of Intangible Assets in the Relationship between HRM and Innovation: A Theoretical and Empirical Exploration

This paper, as far as known, provides a first attempt to explore the role of intellectual capital (IC) and knowledge management (KM) in an integrative way between the relationship of human resource (HR) practices and two types of innovation (radical and incremental). More specifically, the study investigates two sub-components of IC – human capital and organizational social capital. At the same time, four KM channels are discussed, such as knowledge creation, acquisition, transfer and responsiveness.\ud The research is a part of a bigger project financed by the Ministry of Economic Affairs and the province of Overijssel in the Netherlands. The project studies the ‘competencies for innovation’ and is conducted in collaboration with innovative companies in the Eastern part of the Netherlands. \ud An exploratory survey design with qualitative and quantitative data is used for\ud investigating the topic in six companies from industrial and service sector in the region of Twente, the Netherlands. Mostly, the respondents were HR directors. The findings showed that some parts of IC and KM configurations were related to different types of innovation. To make the picture even more complicated, HR practices were sometimes perceived interchangeably with IC and KM by HR directors. Overall, the whole picture about the relationships stays unclear and opens a floor for further research

Work Organisation and Innovation

[Excerpt] Innovations in work organisation have the potential to optimise production processes in companies and improve employees’ overall experience of work. This report explores the links between innovations in work organisation – under the broader label of high performance work practices (HPWPs) – and the potential benefits for both employees and organisations. It draws on empirical evidence from case studies carried out in 13 Member States of the European Union where workplace innovations have resulted in positive outcomes

EXPLORING CALL CENTER ENABLED MECHANISMS FOR FIRM\u27S COMBINATIVE CAPABILITIES

The knowledge mechanisms of call centers have been emphasized by many pervious studies. Yet there is little empirical research that examines the call centers\u27 influence on firms\u27 combinative capabilities. To address this gap, this study examines call center enabled organizational mechanisms that contribute to the firms\u27 combinative capabilities. The study identifies differential effects from three types of combinative capabilities including system capabilities, coordination capabilities, and socialization capabilities. Through in-depth case studies of four Taiwanese call centers, this study finds seven organizational mechanisms including centralized information deployment and knowledge encapsulation, institution changing and foolproof, information hub and relationship management, decision making ladder, training center, network configuration, and job embeddedness . The findings provide practical implications to industry managers engaged in call center implementations from a combinative capabilities perspective. Future research directions are also discussed

More and Better Jobs in Home-Care Services

[Excerpt] This study examines recruitment and retention measures in community-based care and support services for adults with disabilities and health problems. It focuses on 10 EU Member States: Austria, Bulgaria, Denmark, France, Germany, the Netherlands, Poland, Portugal, Spain and the United Kingdom. It examines 30 case studies from these countries, analysing initiatives that were successful either in creating more jobs in the provision of health and social care for adults in the community or in improving the quality of jobs, with the aim of both attracting new recruits and retaining existing staff

Firm Culture and Leadership as Firm Performance Predictors: a Resource-Based Perspective

In this study, we tested part of the resource-based view of the firm by examining two 'soft' resources, firm culture and top leadership, as predictors of 'hard' or bottom-line firm performance.Transformational top leadership was found to predict firm performance directly while the link between firm culture and firm performance was indirect: via transformational top leadership.Firm culture was operationalized as the employees' views about the degree of optimization of four organizational practices (job autonomy, external orientational, interdepartmental orientation, and human resource orientation).We conclude that, rather than strong cultures, firms need best organizational practices and transformational leadership.Organizational culture;Leadership firm performance;Resource-based theory of the firm

Agency Risks in Outsourcing Corporate Real Estate Functions

Firms outsource business functions to focus on core competencies and cut operating expenses. However, companies must consider agency costs in determining the optimal staffing/outsourcing balance. Analysis of the views of corporate real estate managers and real estate service providers indicate that although they share a common vision of the role of corporate real estate, providers focus more on traditional real estate tasks than on corporate business strategy. The optimum balance of staffing/outsourcing may consist of a corporate real estate staff that understands the overall corporate strategy and devotes its resources to strategic planning, program development, contracting, and monitoring outsourced tasks.

Post-communist Transformation in Bulgaria – Implications for Development of Agricultural Specialization and Farming Structures

This paper incorporates a new inter-disciplinary methodology of the New Institutional and Transaction Costs Economics, and examines pace, factors and modes for post-communist agricultural specialization and farming structures development in Bulgaria. Firstly, it outlines the framework for analysis of economic specialization in transitional agriculture. Next, it presents the specific Bulgarian model for farming transformation characterizing with restitution of farmland in real borders and original locations, physical distribution of assets of ancient public farms into individual shares, rapid liberalization of markets and prices, and lack of public support to agriculture. Third, it specify factors for evolution of new farm structures and specialization such as badly specified and enforced property rights; big institutional, market and behavioral uncertainty; high assets specificity and dependency; lack of managerial experience; low incentives for long-term investment; ineffective public interventions etc. Next, it demonstrates how these factors affect organization and specialization of farming in the country explaining the evolution of a huge subsistence and part-time farming, production cooperation at a large scale, unprecedented concentration of resources in few business farms, widespread use of informal and integrated modes etc. Fifth, it analyzes the impact of transition on farm structures and agricultural specialization through changes in structure and share of agricultural GDP and employment, and distribution of activities between different types of farms. Finally, it clarifies efficiency of and extend of specialization in dominating large business farms, production cooperatives, and numerous small-scale unregistered farms.agricultural specialization, farm governance, transaction costs, comparative institutional analysis, Bulgarian agriculture

Mechanisms of Governance of Sustainable Development

In this paper we incorporate the interdisciplinary New Institutional and Transaction Costs Economics (combining Economics, Organization, Law, Sociology, Behavioral and Political Sciences), and suggest a framework for analyzing the mechanisms of governance of sustainable development. The agricultural sector is used to illustrate the approach, test the framework, and support with examples. Firstly, we discuss the modern concepts and the economics of sustainability. Secondly, we present a new framework for analysis and improvement of the governance of sustainable development. This new approach takes into account the role of specific institutional environment; and the behavioral characteristics of individual agents; and the transaction costs associated with the various forms of governance; and the critical factors of economic activity and exchanges; and the comparative efficiency of market, private, public and hybrid modes; and the potential of production structures for adaptation; and the comparative efficiency of alternative modes for public intervention. Finally, we identify specific modes for environmental governance in Bulgarian agriculture; and access the efficiency of market, private and public modes; and estimate the prospects for evolution of environmental governance in the conditions of EU CAP implementation. Agrarian development is associated with specific (different from other European states) environmental challenges such as degradation and contamination of farmland, pollution of surface and ground waters, loss of biodiversity, significant greenhouse gas emissions etc. That is a result of the specific institutional and governing structure evolving in the sector during the past 20 years. Implementation of the common EU policies will have unlike results in “Bulgarian” conditions enlarging income, technological, social and environmental discrepancy between different farms, sub-sectors and regions. Dominating subsistence farming, production cooperatives, small-scale commercial farms, and large business firms will be highly sustainable in years to come.mechanisms of governance; sustainable development; institutions, market, private, public and hybrid modes of governance; transaction costs; agrarian sustainability; environmental governance; Bulgaria

Role of social organizers in assisting farmer-managed irrigation systems: Proceedings of a regional workshop of the Farmer-Managed Irrigation Systems Network held at Khon Kaen, Thailand from 15-20 May 1989

Farmer managed irrigation systemsRural sociologySocial participationOrganizations