Designing Value-Oriented Service Systems by Value Map

In this paper, we introduce a problem structuring method (PSM) called “Value Map”. Value Map is an extension to the Supplier Adopter Relationship Diagram in the Systemic Enterprise Architecture Method (SEAM). Value Map assists in understanding, analysis and design of value creation and capture in service systems. We illustrate the applicability of the Value Map by modeling value creation and capture in the service system of a social networking company called Webdoc. To validate the usefulness of the Value Map, we conducted an empirical study in which we also compared the Value Map to Business Model Canvas, one of the most established methods in business model design. The results of the study show that the Value Map helps business practitioners in understanding and analyzing customer value, customer value creation, and the value capture processes. We conducted an empirical study in which we assessed the usefulness of Value Map and compared it with Business Model Canvas, one of the most established methods in business model design. The results of the study show that the Value Map helps business practitioners to understand and analyze customer value, customer value creation, and the value capture processes

Management of KPC-Producing Klebsiella pneumoniae Infections

Klebsiella pneumoniae carbapenemase (KPC)-producing K. pneumoniae (KPC-KP) has become one of the most important contemporary pathogens, especially in endemic areas

Human Resource Flexibility as a Mediating Variable Between High Performance Work Systems and Performance

Much of the human resource management literature has demonstrated the impact of high performance work systems (HPWS) on organizational performance. A new generation of studies is emerging in this literature that recommends the inclusion of mediating variables between HPWS and organizational performance. The increasing rate of dynamism in competitive environments suggests that measures of employee adaptability should be included as a mechanism that may explain the relevance of HPWS to firm competitiveness. On a sample of 226 Spanish firms, the study’s results confirm that HPWS influences performance through its impact on the firm’s human resource (HR) flexibility

Where do we go from here? New perspectives on the black box in strategic human resource management research

The main objective of the present research is to briefly review the strategic human resource management (HRM) literature from multilevel theoretical perspectives to summarize what we know about mediating mechanisms in the HR-performance relationship. By doing so, we highlight future research needs to advance theoretical understanding of the 'black box' in strategic HRM research. Furthermore, by offering additional theoretical perspectives that can be used to understand the mediating mechanisms at different levels, we suggest future research directions that capture the complexities associated with strategic HRM through a multilevel theoretical lens. Implications of the model are discussed. © 2013 John Wiley & Sons Ltd and Society for the Advancement of Management Studies

A Systematic Review of Human Resource Management Systems and Their Measurement

In the strategic human resource (HR) management literature, over the past three decades, a shared consensus has developed that the focus should be on HR systems rather than individual HR practices because the effects of HR practices are likely to depend on the other practices within the system. Despite this agreement, the extent to which the fundamental assumption in the field of interactions and synergy in the system holds true is unclear. We present a systematic review of 495 empirical studies on 516 HR systems in which we analyze the development of HR systems research over time and identify important trends, explicitly linking conceptualization and measurement of the HR system. Our findings suggest that the increasingly broad conceptualization and measurement of HR systems and the lack of clarity on the HR systems construct at different levels have hampered research progress. Much of the research to date does not align with the fundamental assumption of synergies between HR practices in a system, the measures have problems and increasingly confound HR systems with related concepts and outcomes, and insufficient attention is paid to the HR system construct at different levels. Overall, we thus still know little about the “systems” element and how synergies and interactions in an HR system operate. We offer actionable suggestions on how to advance HR systems research towards conceptual clarity and construct refinement, focusing both on how to conceptualize, measure, and combine practices in systems and on studying such systems at different levels of analysis

Integrating strategic human capital and strategic human resource management

Human capital is an important construct in a variety of fields spanning from micro scholarship in psychology to macro scholarship in economics. Within the various disciplinary perspectives, research focuses on slightly different aspects and levels of human capital within organizations, which may give opportunities for integration. The current paper aims to increase knowledge about human capital within organizations by integrating two streams of research which focus directly on human capital, but have approached human capital in different ways: strategic human capital (SHC), and strategic HRM. We describe both SHC and strategic HRM research streams and propose areas of integration, and directions for future research on human capital in organizations