170 research outputs found
Human Resources and the Resource Based View of the Firm
The resource-based view (RBV) of the firm has influenced the field of strategic human resource management (SHRM) in a number of ways. This paper explores the impact of the RBV on the theoretical and empirical development of SHRM. It explores how the fields of strategy and SHRM are beginning to converge around a number of issues, and proposes a number of implications of this convergence
Do organizational climate and competitive strategy moderate the relationship between human resource management and productivity?
This study examined whether the effectiveness of human resource management (HRM)practices is contingent on organizational climate and competitive strategy The concepts of internol and external fit suggest that the positive relationship between HRM and subsequent productivity will be stronger for firms with a positive organizational climate and for firms using differentiation strategies. Resource allocation theories of motivation, on the other hand, predict that the relationship between HRM and productivity will be stronger for firms with a poor climate because employees working in these firms should have the greatest amount of spare capacity. The results supported the resource allocation argument
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The integration of human resource and operation management practices and its link with performance: A longitudinal latent class study
This paper reviews the literature on the association between lean production and performance. From this, propositions on the integration and evolution of operation and human resource management practices associated with the lean production concept are developed. Using 24 years of data on the use of seven core OM and HRM practices in British manufacturing firms, the potential link between integration in the use of practices and productivity is tested. In each year, three latent clusters are identified via ordered restricted latent class models; the cluster that consistently makes a more integrated use of practices outperforms the others. Furthermore, the longitudinal nature of the data permits modeling the growth curves of each practice in the sample, recognizing any similarity in growth and investigating whether or not an early integration in adoption of practices is associated with higher final productivity. The results show that pioneers are more productive, thus suggesting that the head start in integrating core OM and HRM practices associated with the lean production concept has paid off. © 2010 Elsevier B.V. All rights reserved
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
Introduction—Food Security and Food Waste Reduction: A Social Innovation Approach to Current Social, Environmental, and Political Concerns
This chapter presents the research rationale underpinning the book. It addresses the intertwining challenges of food security and surplus food management, discussing recent data and literature. It also presents how social innovation is conceptualized in the book as the theoretical framework to analyse partnerships between business and non-profit organisations in managing food surplus. The methodology of the research is also detailed, along with the book structure
Bolivian Marmosops
40 p. : ill., maps ; 26 cm.Electronic version available in portable document format (PDF).Includes bibliographical references (p. 34-37).In order to facilitate much-needed revisionary research on Marmosops, we summarize the currently accepted species-level taxonomy, provide full bibliographic citations for original descriptions of all 36 included nominal taxa, map their type localities, and list their type material (if known). We rediagnose the genus Marmosops, compare it with three other didelphid genera to which misidentified specimens of Marmosops have often been referred, and review the phylogenetic evidence that Marmosops is monophyletic. After describing a new species from the eastern-slope montane forests of Bolivia, we review the taxonomy of other Bolivian congeners based on morphological characters and published cytochrome-b gene sequences. Among our taxonomic results, we synonymize albiventris Tate (1931), dorothea Thomas (1911), and yungasensis Tate (1931) with M. noctivagus (Tschudi, 1845). By contrast, M. ocellatus (Tate, 1931), currently considered a synonym of dorothea, appears to be a valid species. Whereas published range maps of Bolivian species of Marmosops are demonstrably based on misidentified material and show little correspondence with known environmental factors, locality records based on specimens examined for this report make much more ecogeographic sense
Individual Entrepreneurship Capacity and Performance of SMEs
This paper analyses the importance of human capital and organizational capital on the determination of SME’s performance, by proposing and testing a conceptual model about Individual Entrepreneurship Capacity, and its impact both on non-economic and economic performance. This constitutes an innovative approach in the sense that uses information collected at the individual level, that is, the entrepreneur. Moreover, it constitutes a first attempt for facing the caveat in the literature on the relationship among types of capital and entrepreneurial performance.
A model where the individual entrepreneurship capital is defined as a function of two types of capital: Human and Organizational; is proposed and empirically tested. For the Human Capital we consider three dimensions: (a) Individual Characteristics; (b) Managerial Push; and (c) Managerial Pull. As concerns the Organizational Capital, four dimensions are considered: (i) Individual Entrepreneurial Behavior; (ii) Collective Entrepreneurial Behavior; (iii) Managerial Practices; and (iv) Organizational Culture (in terms of the Superstructure and the Socio-Structure).
The use of the stepwise method provides the selection of significant variables that impact on SME’s performance. When only non-economic indicators are considered for measuring the performance, in what respects the human capital we find out that the only significant variable is: enthusiasm at work. In what concerns the organizational capital the significant variables are: efficient organizational structure; participative management; incentives for interdisciplinary discussion and dialogue; and frequent meetings of working groups. For its turn, when economic indicators are considered for measuring the performance, we find out that the significant human capital determinants are: entrepreneur’s intuition; and propensity for innovating activities. In terms of organizational capital determinants we reveal that the significant variables are: efficient organizational structure; and use of external indicators for improving entrepreneurial performance.
The main policy implication of the paper is the possibility of creating, at an individual level, new incentives and motivational tools based on the identification of the most important variables of human capital and organizational capital, for fostering SME’s performance
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