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

Assessing Policy Options for the EU Cohesion Policy 2014-2020

In this paper we estimate the impact on GDP of Cohesion Policy 2014-2020 for 267 EU regions running a set of simulations with RHOMOLO, a spatial CGE model tailored for economic analysis at the subnational level. We do so by treating the different parts of Cohesion Policy as exogenous and independent shocks, which are first considered separately and then combined to estimate an overall effect. Our simulation suggests that European regions display significant heterogeneity in their deviations from the baseline due to Cohesion Policy, both in absolute terms and relative to the amounts received.JRC.J.2-Knowledge for Growt

Sustainable Human Resource Management

The concept of sustainability is important for companies both in the case of SMEs and worldwide multinational companies. Some key factors to help a company achieve its sustainability objectives are based on human resource management. Sustainable human resource management is a typical cross-functional task that becomes increasingly important at the strategic level of a company. Industry 4.0 technologies, Internet of Things, and competitive demands, as signs of globalization, have led to significant changes across the organizational structures and human resource strategies of companies. The increasing importance of sophisticated human resource strategies in the life of companies and the intention to find optimal design and operation strategies for sustainable human resource management were a motivation for launching this book. This book offers a selection of papers which explain the impact of smart human resource management on economy. Authors from 14 countries published working examples and case studies resulting from their research in this field. The aim of this book is to help students at the level of BSc, MSc, and PhD level, as well as managers and researchers, to understand and appreciate the concept, design, and implementation of sustainable human resource management solutions

What drives the formation of 'valuable' University-Industry linkages? An under-explored question in a hot policy debate

University-Industry linkages, knowledge diffusion, social network analysis, wine, Chile, Italy

HR Practices and Organizational Innovation: The Mediating Role of Knowledge Management Effectiveness

Organizational innovation has been recognized as an important instrument for organizations to compete in the competitive environment. Pakistan telecom sector strive to transform their business model from labour-intensive to knowledge-intensive, which intend to thrust themselves in higher value added activities such as, developing new products, processes, and services, to continual sustain the competitiveness. One of the means to increase the organizational innovation is through effective human resource management practices and effective knowledge management. This study examined the direct association between human resource management practices (performance appraisal, career management, training, reward system, recruitment and employee recognition) and organizational innovation. Moreover, it also observed the mediating role of knowledge management effectiveness on the direct relationship. Data was collected from a sample of 290 personnel of telecom sector of Pakistan. The regression results showed that human resource management practices generally had a positive impact on organizational innovation. Particularly, the results signify that training and employee recognition were positively related to three dimensions of organizational innovation. Performance appraisal also established to have a positive impact on administrative innovation. Additionally, this study also demonstrates that training, performance appraisal, and employee recognition were positively associated to knowledge management effectiveness

Matching knowledge management and human capital management: Towards an integrative framework

The rapidly increasing economic dynamics that global market poses to modern organizations combined with the emergency to attract, develop and retain the best human capital (HC) led to more effective approach to knowledge management (KM). HC becomes the center of KM while the distribution of knowledge among organization's employees is considered its main activity. Effective KM use requires the ability to choose among all skills and knowledge those which contribute to creation of organizational key processes and activities. KM and Human Capital Management (HCM), two highly popular topics in current management discussions, are often bracketed together. An extensive literature review shows that knowledge plays a background role in HCM discussions, emphasizing the impact of KM practices on leadership, creativity, motivation, new ideas generation, recruitment, and employee competence. Some gaps are diagnosed in terms of absence of literature regarding an holistic approach to HC and KM processes, given the fragmentation on findings between the research in the two areas. The literature review of both KM and HC provides a deeper understanding of how KM practices contribute to develop, retain and renew organization’s HC, as part of a broader and more integrated effort to manage and develop human capability for business performance. Taken together, these two research domains are matched in a framework that intends to support the implementation of KM practices in order to promote HC development. A survey was administered to eight portuguese healthcare institutions to infer the most relevant KM practices to impact HC level contributing to the framework

Rethinking the risk matrix

So far risk has been mostly defined as the expected value of a loss, mathematically PL (being P the probability of an adverse event and L the loss incurred as a consequence of the adverse event). The so called risk matrix follows from such definition. This definition of risk is justified in a long term “managerial” perspective, in which it is conceivable to distribute the effects of an adverse event on a large number of subjects or a large number of recurrences. In other words, this definition is mostly justified on frequentist terms. Moreover, according to this definition, in two extreme situations (high-probability/low-consequence and low-probability/high-consequence), the estimated risk is low. This logic is against the principles of sustainability and continuous improvement, which should impose instead both a continuous search for lower probabilities of adverse events (higher and higher reliability) and a continuous search for lower impact of adverse events (in accordance with the fail-safe principle). In this work a different definition of risk is proposed, which stems from the idea of safeguard: (1Risk)=(1P)(1L). According to this definition, the risk levels can be considered low only when both the probability of the adverse event and the loss are small. Such perspective, in which the calculation of safeguard is privileged to the calculation of risk, would possibly avoid exposing the Society to catastrophic consequences, sometimes due to wrong or oversimplified use of probabilistic models. Therefore, it can be seen as the citizen’s perspective to the definition of risk