45 research outputs found
Recommended from our members
Strategic management in a national oil corporation: the case of Libya
YesThis empirical study investigated senior managers’ perceptions and
application of strategic management in the Libyan National Oil Corporation
(NOC). Key factors influencing the processes of strategic management were
identified and overall findings have been compared with a model of strategic
management. A case study approach was adopted, based on a two-stage
research design. The first stage comprised of a survey involving seventy
senior managers and was followed by twelve semi-structured interviews to
deepen the questionnaire findings with qualitative data. Findings suggest that
the Libyan NOC may have relied too heavily in the past on strategy
formulation and strategic management as the preserve of a very few
individuals at the top of the organization. Whilst political directives set the
strategy for the whole organisation, a gap in knowledge and understanding
existed between the senior business managers and the political appointments
to the Board. The case study does not necessarily reflect the situation in other
NOCs. Furthermore, it excludes the impact of the revolution in Libya.
Recommendations have been made for improving practice concerned steps
in the strategic management process and senior managers’ effectiveness
within the Board team. In the context of an example of a state-owned
enterprise, the inclusion of three elements was suggested: Board
effectiveness, medium-term objectives and social responsibility as an aspect
of environmental scanning. This is a first time empirical study of senior
managers’ perceptions of strategic management in a National Oil Company
An Exploration Of The Impact Of Strategic International Human Resource Management On Firm Performance: The Case Of Foreign MNCs In China
The intense competition arising from globalization not only demands MNCs to seek low cost, innovation, speed and adaptability, but also brings the need to manage their human resources globally and strategically so that it becomes a source of sustained competitive advantage. It has thus led to the evolution of strategic international human resource management (SIHRM) in the literature, which not only acknowledges the need of balancing global integration and local responsiveness, but also emphasises the importance of seeking strategic fit between HR policies and business strategy, in turn leading to a superior business performance. Although it has been widely accepted that HR policies make a direct and positive impact on firm performance, the researcher believes there appears to be limited research undertaken in the context of the developing world. Hence this paper focus upon the case of China with reference to foreign MNCs’ operations and the challenges faced from the dual pressure of balancing globalisation and localisation. Consequently, the researcher selected a case study approach with a triangulation data collection method. Specifically, a two-stage primary data collection process of questionnaires and semi-structured interviews were undertaken in four selected subsidiaries of MNCs in China. Thereafter, a series of statistical process was conducted, i.e. frequency analysis, reliability analysis, correlation and regression tests along with the transcripts from the rich data set of interviews. The finding of this research strengthened the mainstream literature where there is a direct and positive relationship between HR polices and firm performance. Furthermore, this research also reinforced a number of views from previous studies on the importance of aligning HR policies with business strategy to attain strategic integration and thus the achievement of firm performance. However, in contrast to previous studies this research found the quality enhancement of products and service was the preferred and currently adopted business strategy amongst the studied foreign MNCs Chinese subsidiaries, whereas the traditional view regards cost reduction as contributing to the competitive edge in China. Moreover, this research also discovered that although headquarters initially transferred their standardised HR policies and procedures to Chinese subsidiaries, they subsequently delegated authority to subsidiaries. Therefore, foreign MNCs are seeking to balance global standardisation and local adaptation, which is a relatively new development although it has been noted in the literature. Thus, MNCs reconcile control and adaptation rather than satisfying one at the expense of the other, whereby the trend is for Western HR policies to be gradually accepted and internalised by the younger generation of the Chinese workforce. Furthermore, drawing from the findings of this research upon the theoretical principles of Harvard Model (Beer et al., 1984), Guess Model (Guess, 1997, 2000) and Choice Model (Analoui, 2007) in terms of the link between HRM policy choices, HRM outcomes and firm performance, this research made recommendations to foreign MNCs to consider the adaptation of a set of HR policies that can generate competitive advantages, enhance employee commitment, increase job satisfaction, which lead to an improvement of firm performance. In addition, this research suggested foreign MNCs not only need to continually recognise the important role of the HR department in the devolvement of HR functions to line managers with the provision of training and organisational assistance, but also need to acknowledge the role of senior managers in achieving vertical integration between HR policies and business strategy and their influence in HR polices. Finally, foreign MNCs are encouraged to engage the HR department in the strategic level of the organisational operations (i.e. strategic planning process), in addition to its involvement on the functional/operational level of activities to achieve the sustained competitive advantage in the contemporary business context of China
Recommended from our members
The Need for Capacity Building in Human Resource Management Related Issues: A Case Study from the Middle East (Lebanon)
YesThe remarkable evolution in the twentieth century has been a result of a new perspective in understanding the importance of investing in individuals and organizational human resources, and the implementation of capacity building strategies in various organizations and in societies. This paper explores the case of ICO, an international consultancy organization, based in the Middle East, specialized in architecture, engineering, planning, environment and economics. This qualitative study, using thirteen selected semi-structured interviews, observations, and secondary data, has been conducted in the Beirut design office of the organization. The paper aims to examine major human resource related capacity building themes in ICO which include employee involvement and motivation, recruitment and selection, in addition to performance appraisal and reward management
Recommended from our members
Parameters of managerial effectiveness and development of third sector managers: An empirical study of HIV/AIDS NGO managers in India
YesThis paper reports on the findings of an empirical study that explores the perception of HIV third sector managers in India of their own effectiveness and the contextual factors in which they work. A qualitative methodology with case study design was employed. Semi-structured interviews with 16 Non-Governmental Organisation (NGOs) managers and two focus-group interviews with 16 non-managerial staff were carried out to generate primary data. The paper attempts to contextualise the model ‘parameters of managerial effectiveness’ (Analoui, 1999, 2002), and its related contextual factors in India. The findings identify managerial and leadership factors and influences that impact the effectiveness of NGO managers. It also confirms that, by and large, the framework is applicable to the NGO managers in India given the different context in which they must operate. These differences provided basis for the construction of a modified behavioural model for managerial behavioural analysis and their human resource development (HRD) needs. It provides a basis for HRD policy formulation for designing and implementing adequate training and development (T&D) for NGO managers in the third sector in India. This unique and first-time study contributes to the present stock of theoretical knowledge and understanding of the effectiveness of the managers in a sensitive untouched area within the third sector and organisations in a developing country
Recommended from our members
A Strategic Approach to Local Competency Gap Reduction: The Case of the Oil and Gas Industry in Ghana
YesThis empirical research explores local skill capacity gap in the petroleum industry in Ghana using a mixed method approach to study four public organisations. Matched samples of employees (226) were surveyed, while HR directors (9) were purposively sampled and interviewed. The findings suggest a wide local skill gap. Originality, this is one of the very few studies to explore the shortcomings of local skill capacity in public sector organisation. Research implications, more matched-sample studies are necessary to understand IOC’s local skill capacity further. Practically, the study is of significance to the policymakers. The main contribution of the research amongst others is to conceptualise the concept of HRM in Ghana’s context
Entrepreneurial orientation in dynamic environments: the moderating role of extra-organizational advice
YesPurpose- Research on entrepreneurial orientation (EO) has concluded a positive link between
EO and firm performance and that relationship depends on several contingencies. The paper
derives insights from the absorptive capacity and contingency perspectives to introduce extraorganizational advice as a moderator of the relationship between EO and firm performance in a dynamic environment.
Design/methodology/approach-Using survey data from 340 small and medium-sized
enterprises (SMEs) in Ghana, the study examines the moderating influence of extraorganizational advice on the EO-firm performance relationship in dynamic environments.
Findings-The study’s empirical findings suggest that extra-organizational advice amplifies
the EO-performance relationship in dynamic environments.
Research limitations/implications-The cross-sectional design of the study does not permit
causal inferences to be made regarding the variables examined. Future studies may use
longitudinal design to examine the causal links of the variables. Limitations aside, the study
helps to answer how extra-organizational advice translates EO into improved performance in
an environment characterised by constant flux.
Practical implications- The results of this paper can assist entrepreneurs and policy-makers
in understanding the dynamics and processes involved in implementing a strategic orientation
to achieve higher performance. For SME managers, firm performance is determined by high
levels of EO and extra-organizational advice in dynamic environments. The understanding of
this issue can promote the development and maintenance of entrepreneurial ventures.
Originality/value-The paper examines an important, but under-researched issue-the
moderating effect of extra-organizational advice on the EO-performance relationship in
dynamic environments. To the best of the authors’ knowledge, the present study pioneers
research in this area