TRANSFORMING MALAYSIA TOWARDS AN INNOVATION-LED ECONOMY BY LEVERAGING ON INNOVATIVE HUMAN CAPITAL

Fostering “pioneering minds” is extremely important especially in the effort to shift Malaysia towards an innovation-led economy. The Malaysian government is confident of achieving this transformation agenda provided that the human capital is leveraged in ensuring innovation at the highest level. The primary aim of this research is to investigate the predictors that could nurture the “pioneering minds” by exploring the innovative performance of human capital from the perspective of social embedment and pro-innovativeness organisational architecture which could subsequently lead to excellent organisational performance. This research contributes to the existing literature on human capital and innovation by having better understanding on the specific factors that nurture the “pioneering minds” which are crucial for innovative performance

The perspective of Malaysian Manufacturing Organizations on Strategy, HR Outsourcing and HR Costs

The paper discusses the relationship between different types of human resource management (HRM) strategy and the human resource outsourcing, and impact on the size of human resource (HR) department. Three HRM strategies are considered: Facilitation, accumulation and utilization. The data for the study were obtained from survey responses from 232 organizations, of which 113 were engaged in HR outsourcing. The findings suggest that organizations tend to rely on outsourcing of HR functions when they espouse facilitation and utilization HRM strategy. Concurrently, by relying on HR outsourcing, the organizations manage to experience a reduction in the size of HR department. The results show that it is important for the organizations to better understand the implications of an increased reliance on outsourcing within HR. This allows them to focus on how HR functions are delivered within organizations with the interaction of HRM strategy and the size of HR department will tend to be smaller resulting from outsourcing activities.outsourcing, strategy, HRM.

Nurturing pioneering minds towards innovation-based economy: Leveraging the Innovative performance on human capital through social embeddedness and pro- innovativeness organisationc11 architecture.

Malaysia needs a paradigm shift from a knowledge-based economy to innovation-centred in order to stand in the same row with advanced nations. As propagated in the New Economic Model Agenda, according to Prime Minister Datuk Seri Najib Tun Razak, moving towards this economy is crucial especially in efforts to integrate the economy with the global economic network. Malaysia needs to continue to bring changes to the economy in order to move towards innovationcentred economy.The three main features are creativity, innovation value and high skills

Competitive intelligence among SMEs: assessing the role of entrepreneurial attitude orientation on innovation performance

Competitive intelligence is key in today's unstable global environment because it leads to creation of ideas and innovation. Yet, research on competitive intelligence as the foundation of strategic management is very much lacking. Furthermore, research on competitive intelligence practice among the SMEs is also scanty. Thus, the intention of this study is to review the literature on entrepreneurial attitude orientation, competitive intelligence and innovative performance and to investigate the relationships of these three variables within the Malaysian SME context with empirical evidence

Green Compensation Package of HRM Framework and Its Impact on the Supply Chain Management in Bangladeshi Manufacturing Companies’

This paper aims to analyze Green Compensation Package (GCP) in the HRM framework of Bangladeshi manufacturing companies applying multiple case studies to view if it is mapped with ERS(employee rights) like Universal Declaration of Human Rights(UDHR), International Labour Organization(ILO) and Bangladesh Labour Act (BDL) or not. Here, GCP is observed as an ongoing demand and need of the Employees in any organization. Since, GCP is a primary component of HRM framework, it needs to observed, analyzed and modified when needed based on demand and supply of the skilled employees at necessary units. Green and more humanitarian GCP is suggested in this paper

Leading Determinants for Sustainability of SMEs’ in Bangladesh: Multiple Cases Studies

This paper aims to find the leading determinants of SMEs’ of Bangladesh that can create sustainability and long term success for the organizations. In this paper, fifty (50) scholarly articles have been reviewed and ‘qualitative content analysis’ and ‘thematic analysis’ have taken place based on ontological and methodological paradigm approach with multiple case studies. Meanwhile, three cases have been analyzed where the participants’ gave in-depth interview about their SMEs’ and distinct leading determinants

Family Business Succession Planning: Unleashing The Key Factors Of Business Performance

Family business studies are becoming more pervasive in Malaysia, and several studies have focused on factors that shape family-owned business performance levels. Succession planning issues, and specifically the succession issues and experiences of second or third generation family business owners (2GO/3GO), have not yet been explored at length. This study aims to revisit various factors that shape family firm performance by examining succession issues and transition experiences encountered by successors. Data were drawn from self-administered surveys completed by 55 2GOs and 3GOs. Descriptive, correlation and regression analyses were conducted to interpret our findings. The findings show that management styles, relationships between family members, values and beliefs and successor training significantly influence family business performance levels. The relationship between antecedents and business performance is found to be partly mediated by succession issues and fully mediated by sucession experience. Both theoretical and practical implications and avenues for future research are discussed

A Cross-Cultural View of Strategic Competency: The Perspective of SME Entrepreneurs

ABSTRACT The present study attempts to understand the prevalence of strategic competency among entrepreneurs in small and medium sized enterprises (SMEs

Exploratory and confirmatory factor validation and psychometric properties of the HR roles for HR managers in Malaysia / Yusliza Mohd. Yusoff and Hasliza Abdul Halim

The effectiveness ofthe Human Role Assessment Survey Questionnaire, HRASQ. (Conner and Ulrich. 1996) was investigated with a sample of 108 Human Resource (HR) managers. The exploratory and confirmatory factor analyses showed that the 3-subscale structure of the HRASQ was valid. In addition, the results verified that the HRASQ had high internal reliability. These results indicated that the HRASQ and its subscales can be used in research related to role ofthe HR in Malaysia

HR outsourcing success: does partnership quality variables matter?

Recently, increased attention has been paid to partnership quality in outsourcing strategy. However, research of partnership quality on the outsourcing of human resources (HR) is very limited. Therefore, this research aims at examining the relationship between partnership quality variables (business understanding, trust, commitment, communication and top management) and the success of HR outsourcing. The sample is obtained from a cross sectional survey and the sample studied are 96 manufacturing organizations in Penang, Malaysia. Results indicate that most of the organizations that outsourced HR functions were from electronic and electrical industry. The analyses also show that partnership quality variables such as trust, business understanding and communication have significant positive impact on HR outsourcing success. The study concluded that HR outsourcing as a competitive strategy in Malaysia is still relatively new and probably many of its potential benefits are not fully understood. Therefore, by understanding the relationship with the service providers, the organizations are able to achieve outsourcing success by identifying areas of expected benefits and improvements