12 research outputs found
Podejście konfiguracyjne w realizacji strategii restrukturyzacji z wykorzystaniem outplacementu
Configurational theory can significantly enhance understanding of an
organisational strategy when introducing restructuring changes. Despite this,
there have been limited efforts to examine the value (effectiveness) and the
utility of configurational approach as a method for researching restructuring
changes, especially in the field of SHRM (Strategic Human Resource
Management) and outplacement.
This paper introduces a strategic management framework based on
configurational theory. There is a suggestion that some configurations of HR
strategies are better than others. Focusing on this assumption, the research
provides a configurational model used as a framework for data gathering. The
results of a study provided relatively strong support for a few configurational
perspectives. The configurational results suggest that some configurations of
restructuring and HR strategies are better than others and they are linked to
change effectiveness
The Impact of Corporate Social Responsibility (Csr ) on Companies’ Competitiveness – Proposed Research Directions
The present paper is the continuation of the authors’ previous publication on the potential impact of corporate social responsibility on the competitiveness of organizations. The research objective is to show the area of study as the junction of the classic concept of competitiveness and a new business model created out of CSR-focused management seen from the perspective of the value chain and the competitive context. The planned effect the paper is the presentation of a proactive and strategic approach to CSR and a way of exploring and testing hypotheses concerning the impact on enterprises’ competitiveness. In the final section attention is paid to the pitfalls connected with implementing CSR
SUCCESSFUL TALENT MANAGEMENT THROUGH POSITIVE CSR-DRIVEN TRANSACTIONS
Purpose: The purpose of this paper is to study the meaning of talent management (TM) in the context of corporate social responsibility (CSR) and transaction cost theory (TCE).Approach: This is a literature review paper.Findings: The study suggests that, contrary to economical predictions, TM is a socially unpredictable process that has to be based on a clearly articulated and contingent input-output perspective provided by positive CSR strategies. This study shows (against a backdrop of the boundaries of the socially responsible organization) the transactional nature of talent management and highlights the issues that affect the process of talent acquisition, development and retention. The study proposes a CSR driven talent management model, to fill the gap between talent management processes and organization development requirements, that enhances in-house talent satisfaction, engagement and commitment talented employees to continue employment as well as attracting outside talents to the organization.Research limitations: This study is based on theoretical analysis and its assumptions should be tested empirically. Practical implications: The study shows the need for integration of the CSR practices and talent management to decrease transaction costs. The study stresses that CSR-driven TM has to consider the initial growth of transaction costs and their decline at the end of the TM process.Originality/Value of the paper: The study addresses a research gap by integrating TM with CSR and TCE perspectives. It is also suggested that instead of well-developed talent management processes companies have to consider striking a balance between profitability and responsibility to find an appropriate regulator of the future transactions.
Socially Responsible Innovations (SRI) from a Transactional Cost Perspective - A Chance for Growth and Development or a Waste of Time and Money?
This article is devoted to looking at innovations from the perspective of
Transaction Cost Economics (TCE) and Corporate Social Responsibility
(CSR). In analyzing the substance of the theory the author intends to show
the potential challenges that will create socially responsible innovation,
especially in combination with transaction costs arising from the need to
build relationships with stakeholders. The author puts forward a number
of proposals in an attempt to integrate presented solutions indicating the
objective of the development and implementation of responsible innovation in
modern organizations
The symphony of team flow in virtual teams : using artificial intelligence for its recognition and promotion
More and more teams are collaborating virtually across the globe, and the COVID-19 pandemic has further encouraged the dissemination of virtual teamwork. However, there are challenges for virtual teams – such as reduced informal communication – with implications for team effectiveness. Team flow is a concept with high potential for promoting team effectiveness, however its measurement and promotion are challenging.
Traditional team flow measurements rely on self-report questionnaires that require interrupting the team process. Approaches in artificial intelligence, i.e., machine learning, offer methods to identify an algorithm based on behavioral and sensor data that is able to identify team flow and its dynamics over time without interrupting the process. Thus, in this article we present an approach to identify team flow in virtual teams, using machine learning methods. First of all, based on a literature review, we provide a model of team
flow characteristics, composed of characteristics that are shared with individual flow and characteristics that are unique for team flow. It is argued that those characteristics that are unique for team flow are represented by the concept of collective communication. Based on that, we present physiological and behavioral correlates of team flow which are suitable – but not limited to – being assessed in virtual teams and which can be used
as input data for a machine learning system to assess team flow in real time. Finally, we suggest interventions to support team flow that can be implemented in real time, in virtual environments and controlled by artificial intelligence. This article thus contributes to finding indicators and dynamics of team flow in virtual teams, to stimulate future research and to promote team effectiveness
Corporate social innovation: how to create value by doing the right things?
The purpose of this article is to establish a new management idea that
supports the integration of sustainable competitive advantage-creating rules
and stakeholder relations. A top-down approach was used to develop proposal
framework focused on analyzing the main theories including corporate social
responsibility (CSR) and social innovations to identify new assumptions of
value creation. The paper describes the novel conception of Corporate Social
Innovations (CSI) linking innovations, social needs and organizational
capabilities and resources to create and claim shared value (social and
economic). The original conceptual framework extending the social innovation
and CSR approaches by juxtaposing advantage-creating shared value taking
into account the constraints of transaction costs associated in the process of
exchange between the stakeholders
Differences in Perception of the Participants in the Management Process and Its Real Trajectory
The aim of the paper is to present results of the research that was focused on managers’ behaviours. We tried to discover the main differences between the real trajectory and perception of managers in the field of two types of management processes. In the first part of the paper there is a theoretical foundation of process management and conclusions that led to a research model. In the second part we present the state of art in the field of human perception theories. Then, we describe assumptions of the research and methods of gathering data. What is important in the case of research method, an observation and a survey were used. The observation was done using the online management tools. During the research, managers were given a small project to lead. We recorded their actions and when their projects were completed, we asked them how they had acted. As a result of the research, there are three examples of description of managers’ behaviours and their perception. In the introduction we formulated two hypotheses and on the grounds of the research result we prove both statements in conclusion of the paper