316,473 research outputs found

    Global Human Resource Metrics

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    [Excerpt] What is the logic underlying global human resources (HR) measurement in your organization? In your organization, do you measure the contribution of global HR programs to organizational performance? Do you know what is the most competitive employee mix, e.g., proportion of expatriates vs. local employees, for your business units? (How) do you measure the cost and value of the different types of international work performed by your employees? In the globalized economy, organizations increasingly derive value from human resources, or “talent” as we shall also use the term here (Boudreau, Ramstad & Dowling, in press). The strategic importance of the workforce makes decisions about talent critical to organizational success. Informed decisions about talent require a strategic approach to measurement. However, measures alone are not sufficient, for measures without logic can create information overload, and decision quality rests in substantial part on the quality of measurements. An important element of enhanced global competitiveness is a measurement model for talent that articulates the connections between people and success, as well as the context and boundary conditions that affect those connections. This chapter will propose a framework within which existing and potential global HR measures can be organized and understood. The framework reflects the premise that measures exist to support and enhance decisions, and that strategic decisions require a logical connection between decisions about resources, such as talent, and the key organizational outcomes affected by those decisions. Such a framework may provide a useful mental model for both designers and users of HR measures

    Production of lipopeptide biosurfactant by Kurthia gibsonii KH2 and their synergistic action in biodecolourisation of textile wastewater

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    Textile dyes are recalcitrant molecules and contain a high level of chemicals and colour which poses a serious challenge to surrounding environments. Therefore, this study aims to produce biosurfactant and investigate the synergistic action on decolourisation of textile dyes by the combination of bacteria and biosurfactant. An effective dye degrading strain and biosurfactant-producer, Kurthia gibsonii KH2, was isolated from textile wastewater using molasses as the only source of carbon and energy. The isolates were identified and screened for biosurfactant production using haemolytic activity, oil spreading technique, drop collapse test and emulsification index. Fourier Transform Infrared Spectrum (FTIR) and Thin Layer Chromatography (TLC) analyses were carried out to detect the type of biosurfactant. The effect of different physicochemical parameters on textile wastewater decolourisation was assessed within 24 h. The Kurthia gibsonii KH2 showed positive results for haemolytic activity, oil spreading technique, and drop collapse test. The emulsification test (E24) revealed that Kurthia gibsonii KH2 had a higher emulsification index of 63%. FTIR and TLC analyses indicated that the biosurfactant was a lipopeptide and was formed with a yield of 2 gL−1. The synergistic activity of Kurthia gibsonii KH2 and lipopeptide biosurfactant resulted in decolourisation levels of 85% at 100 mg/L concentration and pH 7 was recorded at 168 h of incubation. The high attributes of these combinations and the phytotoxicity tests implied that the metabolites were less toxic, making it a promising option for the biodecolourisation and biodegradation of industrial textile wastewater and various environmental conditions

    National strategy of scientific research to 2020

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    Making It Work: Linking Youth Reproductive Health and Livelihoods

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    Assesses the challenges and effectiveness of programs that integrate adolescent reproductive health with options that improve economic capabilities, assets, and activities. Highlights innovative approaches, and defines gaps in existing interventions

    Strategic HRM Measurement in the 21st Century: From Justifying HR to Strategic Talent Leadership

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    Measurement will be vital to the evolution of human resource management in the coming century, but in this chapter we propose that it will not be measurement as usual. The future of HRM will require a decision science for talent resources that is as logical, reliable, consistent and flexible as Finance, the decision science for financial resources, and Marketing, the decision science for customer resources. In this chapter we describe the elements of this new decision science, which we call “Talentship,” and its implications for the future of strategic HR measurement. Using this framework, we review leading measurement approaches, describe their contributions, and identify the significant opportunities for improvement in future HR measurement systems

    A critical investigation of the Osterwalder business model canvas: an in-depth case study

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    Although the Osterwalder business model canvas (BMC) is used by professionals worldwide, it has not yet been subject to a thorough investigation in academic literature. In this first contribution we present the results of an intensive, interactive process of data analysis, visual synthesis and textual rephrasing to gain insight into the business model of a single case (health television). The (textual and visual) representation of the business model needs to be consistent and powerful. Therefore, we start from the total value per customer segment. Besides the offer (or core value) additional value is created through customer related activities. The understanding of activities both on the strategic and tactical level reveals more insight into the total value creation. Moreover, value elements for one customer segment can induce value for others. The interaction between value for customer segments and activities results in a powerful customer value centred business model representation. Total value to customers generates activities and costs on the one hand and a revenue model on the other hand. Gross margins and sales volumes explain how value for customers contributes to profit. Another main challenge in business model mapping is in denominating the critical resources behind the activities. The Osterwalder business model canvas lacks consistency and power due to many overlaps which in turn are caused by the fixed architecture, the latter too easily leading to a filling-in exercise. Through its business model representation a company should first of all gain thorough understanding of it. Only then companies can evaluate the model and finally consider some adaptations

    The Performance of University Spin-Offs: The Impact of Entrepreneurial Capabilities and Social Networks of Founding Teams during Start-Ups

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    Objectives: University spin-offs have increasingly received attention from academia, governments, and policymakers because they not only generate new innovations, productivity, and jobs the regional economies but also significantly improve university productivity and creativity (Hayter, 2013, Urbano and Guerrero, 2013). However, a lack of understanding of the contribution made by a founding team to a spin-off’s performance still remains within current studies. Employing a resource-based view theory and social networks approach, this paper addresses this gap by exploring university spin-offs in Spain. Prior work: University spin-off studies have concentrated on analysing entrepreneurial business models (Ndonzuau et al., 2002, Vohora et al., 2004b, Bower, 2003, Mets, 2010) to understand how the commercialization of research is undertaken to create a university spin-off. University spin-offs were also been analysed from the perspective of a university’s capabilities (Powers and McDougall, 2005), or capabilities and social networks of an established spin-off instead of the founding teams (Walter et al., 2006). Moreover, Vohora et al. (2004a) and Shane (2004) have suggested founders need to build capable teams, which must have entrepreneurial capabilities and qualitative social networks, to create effective university spin-offs. Both entrepreneurial capability and social network theory have been studied in prior entrepreneurship research, but have received less attention within the context of the university spin-offs (Gonzalez-Pernia et al., 2013). Approach: Utilising an internet-based survey, this paper explores entrepreneurial capabilities and social networks of founding teams in Spanish university spin-offs using quantitative data analysis. Basing upon resource-based view theory of Barney (1991) to study entrepreneurial capabilities of the founding teams, the research employ entrepreneurial technology, strategy, human capital, organizational viability, and commercial resources (see Vohora et al., 2004a). To study social networks of a founding team, we employ the conceptual model of Hoang and Antoncic (2003) that divides networks into three components: structure, governance, and content. Results and implications: The results from an examination of the sample of 181 Spanish university spin-offs empirically demonstrate that by exploiting social networks a founding team can improve its entrepreneurial capabilities, which in turn enhance its spin-off’s performance. By employing the work of Vohora et al. (2004a) and Shane (2004), this paper constructs a model in which entrepreneurial capabilities play a mediate role between social networks and spin-off’s performance. Thus, the paper has implications for universities in training and policy development to support spin-off’s activity. Value: This study addresses some fundamental questions to contribute to the theory-based understanding of university spin-offs: How do entrepreneurial capabilities of founding teams influence the performance of university spin-offs? How do social networks of founding teams contribute to the process of the university spin-offs

    Linking teaching and research in disciplines and departments

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    This paper supports the effective links between teaching and discipline-based research in disciplinary communities and in academic departments. It is authored by Alan Jenkins, Mick Healey and Roger Zetter

    Stakeholder engagement as a facilitator of organizational learning

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    This paper examines the relationship between stakeholder engagement and competence building. Following the dual perspective of the firm, which indicated that managers deal with both transactions and competences concurrently, we argue that stakeholder interactions also concern both transaction cost reduction and value creation. Based on a review of the extant literature, we incorporated a micro-macro connection between organizational learning and competence building. Further to this, we developed a conceptual framework by linking stakeholder engagement and organizational learning. This framework demonstrates that stakeholder relations may have significant effects on organizational learning and thus stakeholder engagement can play the role of facilitator in building firm competences
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