This document summarizes a research paper that explores the relationship between human resource management (HRM) practices and innovation in knowledge-intensive firms (KIFs). It presents case studies of 4 innovative companies, 2 manufacturers and 2 KIFs, from Denmark and Australia. The summary finds that while HRM practices differ between traditional manufacturers and KIFs, the case companies all emphasized the importance of knowledge retention and used similar practices like selective hiring, training, performance management, and pay tied to performance to support innovation. More research is still needed on how HRM can best facilitate different types of innovation and on how country-specific factors may influence HRM strategy.
The present study aimed to examine the effect of the entrepreneurial orientation (EO) on organizational performance (OP). This study was motivated by the mixed findings in literature regarding the relationships between EO and organizational performance. Owing to the mixed results, a novel stream of research was created and this motivated further examining of the impact of other variables that may shed a light on the nature of the relationship. Several theories have been proposed in literature posit the direct relationships among strategies, resources and capabilities as antecedents of success. In this study, copies of questionnaires were distributed to 300 Libyan banks branches, where 200 copies of questionnaires were returned and analyzed. The proposed hypothesis was tested through PLS-SEM and the study results showed that EO positively predicted organizational performance.
THE IMPACT OF ENTREPRENEURIAL ORIENTATION ON STRATEGIC ALLIANCES’ FORMATION A...Mauro de Oliveira
Although entrepreneurship and alliances research fields provide valuable information on exploitation and knowledge
basis, the studies relating Entrepreneurial Orientation (EO) to Strategic Alliances (SA) formation remains limited. To the best of our knowledge, only five studies (Marino et al., 2002; Teng, 2005; Franco & Haase, 2013; Brouthers et al, 2014; Shu et al., 2014) related entrepreneurship to SA. However, these studies did not consider Lumpkin and Dess’ (1996) EO perspectives as a multiple construction, and these studies failed to consider how these two factors [EO and Top Management Team (TMT)] interact and influence SA. Overall, our belief is that large corporations and small and mediumsized
enterprises (SME) that effectively integrate EO to SA are well
positioned to continuously create wealth.
Role of social and human capital in business model adaptationAntonio Dottore
Paper presented at the 2013 Babson Conference on entrepreneurship. It shows that certain types of social capital (from networking) and of human capital (mostly experience-based) are important for business model adaptation in new ventures.
The interaction of the two (Social*Human) creates useful synergies.
The present study aimed to examine the effect of the entrepreneurial orientation (EO) on organizational performance (OP). This study was motivated by the mixed findings in literature regarding the relationships between EO and organizational performance. Owing to the mixed results, a novel stream of research was created and this motivated further examining of the impact of other variables that may shed a light on the nature of the relationship. Several theories have been proposed in literature posit the direct relationships among strategies, resources and capabilities as antecedents of success. In this study, copies of questionnaires were distributed to 300 Libyan banks branches, where 200 copies of questionnaires were returned and analyzed. The proposed hypothesis was tested through PLS-SEM and the study results showed that EO positively predicted organizational performance.
THE IMPACT OF ENTREPRENEURIAL ORIENTATION ON STRATEGIC ALLIANCES’ FORMATION A...Mauro de Oliveira
Although entrepreneurship and alliances research fields provide valuable information on exploitation and knowledge
basis, the studies relating Entrepreneurial Orientation (EO) to Strategic Alliances (SA) formation remains limited. To the best of our knowledge, only five studies (Marino et al., 2002; Teng, 2005; Franco & Haase, 2013; Brouthers et al, 2014; Shu et al., 2014) related entrepreneurship to SA. However, these studies did not consider Lumpkin and Dess’ (1996) EO perspectives as a multiple construction, and these studies failed to consider how these two factors [EO and Top Management Team (TMT)] interact and influence SA. Overall, our belief is that large corporations and small and mediumsized
enterprises (SME) that effectively integrate EO to SA are well
positioned to continuously create wealth.
Role of social and human capital in business model adaptationAntonio Dottore
Paper presented at the 2013 Babson Conference on entrepreneurship. It shows that certain types of social capital (from networking) and of human capital (mostly experience-based) are important for business model adaptation in new ventures.
The interaction of the two (Social*Human) creates useful synergies.
The linkage between strategic human resource management, innovation and firm ...IOSR Journals
Innovation is regarded as the driving force of rapid changes in the modern world and one of the key success factors in the competitive market. Firms have to innovate, to survive in the market. The disruptive wave of innovation every year makes so many businesses disappear from the market. On the other hand, successful implementation of innovation programs can guarantee profitability and an acceptable overall performance for any firm. In addition, strategic planning for human resources plays a key role in innovation practices and helps firms achieve their long-term objectives. This paper intends to assess a linkage between strategic human resource management, innovation, and overall performance within a firm. In order to examine such a linkage, an online survey was applied and data were collected from 54 managers of product development projects in Malaysian manufacturing companies. Analysis of the collected data using correlation analysis techniques proved that there is a strong correlation between the three mentioned concepts.
Organizational Alignmemt Case Study of Ministry Of Justice of Cape Verdeinventionjournals
This research has the purpose to investigate the organizational alignment through organizational culture, leader’s values, and the formal structures in the organization. The study was conducted in the Ministry of Justice in Cape Verde, and the instrument used to investigate organizational alignment is VOX Organizationis. Vox Organizationis is an instrument that provides a starting point for a holistic vision of the organization, and it enables exploration of the alignment level between organizational culture, leader’s values, organizational structure as well as organizational strategy. The instrument includes two types of questionnaires, one that is submitted to employees (measuring the organizational culture) and the other one submitted to leaders (measuring leader’s values and the formal aspect of organizational functioning). All the questions contained in the two questionnaires are measured on four dimension, decision-making and behavior, people versus task orientation, innovativeness and risk-taking, and open versus closed system. The results that obtained will show the correlation between organizational culture, Leader's values, and the formal aspect of the organizational functioning, and from that, we can see the organization's level of alignment.
Talent Retention and Employees’ Resilience of Telecommunication Companies in ...Premier Publishers
This study investigated the relationship between talent retention and employee resilience of telecommunication companies in Rivers State, Nigeria. Talent retention was conceptualized the independent variable while interpersonal competence, adaptability, and pro-activeness were used as measures of the dependent variable. The study adopted the cross-sectional survey in its investigation of the variables. The primary source of data was generated through a self- administered questionnaire. A sample of one hundred and nine (109) respondents were drawn from a population of one hundred and thirty-four (134) respondents, using the Taro Yamane’s formula for sample size determination. The research instrument was validated through the supervisor’s vetting and approval while the reliability of the instrument was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70. Data generated were analyzed and presented using both descriptive and inferential statistical techniques. The hypotheses were tested using the Spearman’s Rank Order Correlation Statistics. The tests were carried out at a 95% confidence interval and a 0.05 level of significance. Empirical findings revealed that talent retention positively and significantly influences employee resilience of telecommunication companies in Rivers State, Nigeria. The result of the findings further revealed that talent retention of telecommunication companies in Rivers State, Nigeria gave rise to interpersonal competence, adaptability, and pro-activeness. The study recommends that management of telecommunication companies should do their best to retain employees who have been a positive impact on the companies and use it to motivate other employees working within the designated department in the company.
The purpose of this study is to enhance the understanding of the relationship between Lean’s soft factors on Lean’s hard factors and operational excellence of Malaysia manufacturing companies. The study will focus on deployment within Lean’s hard factors included the Lean operation and Lean supply chain under Lean deployment.
This paper is a conversation on the administration challenges that directors are face so as to accomplish
hierarchical objectives. The forward piece of this paper is a conversation about the more extensive Environmental
Factors that influence the advancement of an Organization today. Factors, for example, economy, political and
sociological are been examined assessing an organization's methodology. At the last section there is a conversation
about the HRM division and how significant it is for an organization, considered as a chain between the association
and its representatives. Leadership is an essential idea in present day control. The supervisor has the responsibility
to revise, at times, the standards and regulations that practice to the management protecting for the steering of
folks of the organization, while he sees that positive ideas and rules is basically out of date. Therefore, the
supervisor should break up the responsibilities efficaciously many of the group of workers. The right department
of labour is the maximum essential piece accomplishing strategic dreams. However, a business enterprise’s
method ought to analyse a few external surroundings conditions which can be very critical. Notwithstanding the
CEOs the maximum critical component in a agency is the HRM. For any goal or challenge HRM is responsibly to
discover the ideal human resource offering also the employees with protection making the great for them that
allows you to do their high-quality at the same time as operating. The current, highly competitive and globalised
surroundings requires a great deal extra activation of enterprise than in the beyond for his or her survival and,
predominant, for their development. This activation calls for a thoughts-set exchange, extroversion, management,
modern forms of management, flexibility, velocity of choice-making and harnessing the creativity and dynamism
of the human element. Business growth calls for firstly the existence or locating a leading personality. The
inspirational leader he will form with the senior a vision for the enterprise. Based on the agreed imaginative and
prescient of the leadership group will proceed in shaping the company's medium-time period goal and to broaden
the precise strategy for achieving this aim.
Dynamic Capabilities in SMEs: The Integration of External CompetenciesCSCJournals
In spite of substantial body of theoretical and conceptual contributions, empirical evidence of nature of dynamic capabilities and their influence on firm performance is still relatively scarce. We present review of empirical studies of well-known processes that highlight constituting elements of dynamic capabilities, and conclude that relatively little research has been conducted to address managerial practices and processes employed to integrate external competencies. We propose concept of ‘relationship capability’, that denotes integrative dynamic capability constituted of managerial practices and processes that are employed in SMEs, first, to sense and interpret firm’s environment, second, to reconfigure internal organizational processes to integrate external competencies in the firm and third, to develop specialized offerings based on platforms.
Influence of Compensation and Reward on Performance of Employees at Nakuru Co...iosrjce
Human Resource Development is concerned with the provision of learning, development and
training opportunities in order to improve individual, team and organizational performance. The objective of
the study was influence of compensation and reward on performance of employees at Nakuru county
government A survey was carried out within the 11 sub-counties in Nakuru County Government with the study
adapting a descriptive research design. Stratified random sampling technique was employed on a target
population of 6,400 respondents from the same geographical area of study. Simple random sampling was used
to select the respondents that formed a sample size of 98 respondents. Primary data was collected using
questionnaires and interview schedules with a combination of open and closed questions. Statistical Package for
Social Sciences was used to analyze the data. The findings indicated that there was a strong relationship
compensation and reward on employee performance in the county government of Nakuru. The researcher
therefore recommended training needs and other nonmonetary rewards practices in order to enhance employee
performance.
The linkage between strategic human resource management, innovation and firm ...IOSR Journals
Innovation is regarded as the driving force of rapid changes in the modern world and one of the key success factors in the competitive market. Firms have to innovate, to survive in the market. The disruptive wave of innovation every year makes so many businesses disappear from the market. On the other hand, successful implementation of innovation programs can guarantee profitability and an acceptable overall performance for any firm. In addition, strategic planning for human resources plays a key role in innovation practices and helps firms achieve their long-term objectives. This paper intends to assess a linkage between strategic human resource management, innovation, and overall performance within a firm. In order to examine such a linkage, an online survey was applied and data were collected from 54 managers of product development projects in Malaysian manufacturing companies. Analysis of the collected data using correlation analysis techniques proved that there is a strong correlation between the three mentioned concepts.
Organizational Alignmemt Case Study of Ministry Of Justice of Cape Verdeinventionjournals
This research has the purpose to investigate the organizational alignment through organizational culture, leader’s values, and the formal structures in the organization. The study was conducted in the Ministry of Justice in Cape Verde, and the instrument used to investigate organizational alignment is VOX Organizationis. Vox Organizationis is an instrument that provides a starting point for a holistic vision of the organization, and it enables exploration of the alignment level between organizational culture, leader’s values, organizational structure as well as organizational strategy. The instrument includes two types of questionnaires, one that is submitted to employees (measuring the organizational culture) and the other one submitted to leaders (measuring leader’s values and the formal aspect of organizational functioning). All the questions contained in the two questionnaires are measured on four dimension, decision-making and behavior, people versus task orientation, innovativeness and risk-taking, and open versus closed system. The results that obtained will show the correlation between organizational culture, Leader's values, and the formal aspect of the organizational functioning, and from that, we can see the organization's level of alignment.
Talent Retention and Employees’ Resilience of Telecommunication Companies in ...Premier Publishers
This study investigated the relationship between talent retention and employee resilience of telecommunication companies in Rivers State, Nigeria. Talent retention was conceptualized the independent variable while interpersonal competence, adaptability, and pro-activeness were used as measures of the dependent variable. The study adopted the cross-sectional survey in its investigation of the variables. The primary source of data was generated through a self- administered questionnaire. A sample of one hundred and nine (109) respondents were drawn from a population of one hundred and thirty-four (134) respondents, using the Taro Yamane’s formula for sample size determination. The research instrument was validated through the supervisor’s vetting and approval while the reliability of the instrument was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70. Data generated were analyzed and presented using both descriptive and inferential statistical techniques. The hypotheses were tested using the Spearman’s Rank Order Correlation Statistics. The tests were carried out at a 95% confidence interval and a 0.05 level of significance. Empirical findings revealed that talent retention positively and significantly influences employee resilience of telecommunication companies in Rivers State, Nigeria. The result of the findings further revealed that talent retention of telecommunication companies in Rivers State, Nigeria gave rise to interpersonal competence, adaptability, and pro-activeness. The study recommends that management of telecommunication companies should do their best to retain employees who have been a positive impact on the companies and use it to motivate other employees working within the designated department in the company.
The purpose of this study is to enhance the understanding of the relationship between Lean’s soft factors on Lean’s hard factors and operational excellence of Malaysia manufacturing companies. The study will focus on deployment within Lean’s hard factors included the Lean operation and Lean supply chain under Lean deployment.
This paper is a conversation on the administration challenges that directors are face so as to accomplish
hierarchical objectives. The forward piece of this paper is a conversation about the more extensive Environmental
Factors that influence the advancement of an Organization today. Factors, for example, economy, political and
sociological are been examined assessing an organization's methodology. At the last section there is a conversation
about the HRM division and how significant it is for an organization, considered as a chain between the association
and its representatives. Leadership is an essential idea in present day control. The supervisor has the responsibility
to revise, at times, the standards and regulations that practice to the management protecting for the steering of
folks of the organization, while he sees that positive ideas and rules is basically out of date. Therefore, the
supervisor should break up the responsibilities efficaciously many of the group of workers. The right department
of labour is the maximum essential piece accomplishing strategic dreams. However, a business enterprise’s
method ought to analyse a few external surroundings conditions which can be very critical. Notwithstanding the
CEOs the maximum critical component in a agency is the HRM. For any goal or challenge HRM is responsibly to
discover the ideal human resource offering also the employees with protection making the great for them that
allows you to do their high-quality at the same time as operating. The current, highly competitive and globalised
surroundings requires a great deal extra activation of enterprise than in the beyond for his or her survival and,
predominant, for their development. This activation calls for a thoughts-set exchange, extroversion, management,
modern forms of management, flexibility, velocity of choice-making and harnessing the creativity and dynamism
of the human element. Business growth calls for firstly the existence or locating a leading personality. The
inspirational leader he will form with the senior a vision for the enterprise. Based on the agreed imaginative and
prescient of the leadership group will proceed in shaping the company's medium-time period goal and to broaden
the precise strategy for achieving this aim.
Dynamic Capabilities in SMEs: The Integration of External CompetenciesCSCJournals
In spite of substantial body of theoretical and conceptual contributions, empirical evidence of nature of dynamic capabilities and their influence on firm performance is still relatively scarce. We present review of empirical studies of well-known processes that highlight constituting elements of dynamic capabilities, and conclude that relatively little research has been conducted to address managerial practices and processes employed to integrate external competencies. We propose concept of ‘relationship capability’, that denotes integrative dynamic capability constituted of managerial practices and processes that are employed in SMEs, first, to sense and interpret firm’s environment, second, to reconfigure internal organizational processes to integrate external competencies in the firm and third, to develop specialized offerings based on platforms.
Influence of Compensation and Reward on Performance of Employees at Nakuru Co...iosrjce
Human Resource Development is concerned with the provision of learning, development and
training opportunities in order to improve individual, team and organizational performance. The objective of
the study was influence of compensation and reward on performance of employees at Nakuru county
government A survey was carried out within the 11 sub-counties in Nakuru County Government with the study
adapting a descriptive research design. Stratified random sampling technique was employed on a target
population of 6,400 respondents from the same geographical area of study. Simple random sampling was used
to select the respondents that formed a sample size of 98 respondents. Primary data was collected using
questionnaires and interview schedules with a combination of open and closed questions. Statistical Package for
Social Sciences was used to analyze the data. The findings indicated that there was a strong relationship
compensation and reward on employee performance in the county government of Nakuru. The researcher
therefore recommended training needs and other nonmonetary rewards practices in order to enhance employee
performance.
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATIONIAEME Publication
The purpose of this study is to identify and understand the various knowledge management practices (KMP) and its influence on Organisational Performance (OP) in the engineering organization. The study has been undertaken with an aim to examine the role of knowledge management practices in enhancing the performance of an organization. A sample of 125 engineers were drawn using structured questionnaire. The responses were analysed using a statistical technique viz., Partial Least Square -Path Modelling (PLS-PM). The results of the analysis revealed that Knowledge Management Practices such as Knowledge Diagnosing, Knowledge Acquisition, Knowledge Generation, Knowledge Sharing, Knowledge Storing, Knowledge Application, have significant effect on financial, non-financial and operational performance of the organization.
The Relationship between Entrepreneurial Orientation and Employee Engagement:...AI Publications
This research examined the relationship between entrepreneurial orientation and employee engagement, using a sample of 372 employees from small to medium-sized enterprises (SMEs) in Syria. Our study aimed to provide an empirical understanding of the intricacies that interplay between the entrepreneurial orientation of firms and the level of employee engagement. The results indicate a positive correlation between these two factors. The insights provided by this study may be valuable for business owners, policymakers, and researchers alike.
Minimum of 400 words in the body Minimum of 2 sources from the liter.docxssuserf9c51d
Minimum of 400 words in the body Minimum of 2 sources from the literature in addition to course texts
Gamble, J., Peteraf, M., & Thompson, A. (2019).
Essentials of strategic management: The Quest
for Competitive Advantage
. (6th ed.), New York, NY: McGraw Hill Higher Education
Keller, T., & Alsdorf, K. L. (2012).
Every good endeavor: Connecting your work to God's work
.
New York, N.Y: Dutton, Penguin Random House.
Krogerus, M., & Tschäppeler, R. (2018).
The decision book: 50 models for strategic thinking.,
(Revised ed.), New York, NY: W. Norton & Company, Inc.
Rumelt, R. (2011).,
Good strategy/bad strategy: The difference and why it matters
., New York,
NY: Crown Busines
Content must include:
· Summary of the author’s Main Thread – no less than 125 words · What you agreed with, did not agree with and why – no less than 125 word
APA FORMAT A MUST FOR THE REPLY PLEASE
Gokus (2015) discusses the difficulty in anticipating the roles company structure and the external environment have on market orientation and business strategy. He believes the external environment, which he categorizes as market turbulence and competitive intensity, can affect company performance and influence strategy. He suggests companies explore the current research on the moderating role of the external environment and structure has on customer orientation and strategy types. Ferrero-Ferrero, Muñoz-Torres, & Fernández-Izquierdo (2015) echo these assertions, as they found different environmental conditions require different strategies set forth by top management. They attribute these challenges to the onset of the global financial crisis, as it challenged corporate leaders to reassess the formulation of effective strategy. They believe team orientation, leadership effectiveness, and organizational size as impediments to strategic goal setting.
Evaluating the External Environment
Gamble, Peteraf, & Thompson Jr. (2019) suggest organizations conduct an evaluation of the current happenings in the business landscape through the exploration of seven areas. They suggest conducting analyses to better understand the macro-environment, competitive forces, driving forces of change, industry rivals, forthcoming strategic initiatives of rivals, key success factors, and opportunities in the industry. They discuss one of the most widely used tools to address these seven areas, Michael Porter’s five forces model of competition—buyers, potential new entrants, intensity of rivalry, threat of substitutes, bargaining power of suppliers, and bargaining power of buyers. Their assessments convey one of the most important areas to understand relates to the strategies and initiatives of competitors, as being unaware to this information can be detrimental to an organization. They offer Michael Porter’ Framework for Competitor Analysis, as it focuses on the current strategy, objectives, capabilities, and assumptions of an.
REVIEW PRESENTATION OF PAPER (RP)
A CRITICAL LITERATURE REVIEW ON INTEGRATED FRAMEWORK FOR
ASSESSING FACTORS AFFECTING HUMAN RESOURCE MANAGEMENT IN
CONSTRUCTION
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Saudi Arabia stands as a titan in the global energy landscape, renowned for its abundant oil and gas resources. It's the largest exporter of petroleum and holds some of the world's most significant reserves. Let's delve into the top 10 oil and gas projects shaping Saudi Arabia's energy future in 2024.
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
Harnessing WebAssembly for Real-time Stateless Streaming PipelinesChristina Lin
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressionsVictor Morales
K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
HEAP SORT ILLUSTRATED WITH HEAPIFY, BUILD HEAP FOR DYNAMIC ARRAYS.
Heap sort is a comparison-based sorting technique based on Binary Heap data structure. It is similar to the selection sort where we first find the minimum element and place the minimum element at the beginning. Repeat the same process for the remaining elements.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)
140080714005 paper-2
1. 1
M.E-CONSTRUCTION ENGINEERING & MANAGEMENT
GUJARAT
TECHNOLOGICAL
UNIVERSITY
BIRLA
VISHVAKARMA
MAHAVIDHYALAYA
“ Human Resource Management and
Innovation: What are Knowledge-
Intensive Firms Doing? ”
HUMAN RESOURCES MANAGEMENT
REVIEW PRESENTATION OF PAPER (RP)
PREPAIRED BY:
MEHULKUMAR
PARMAR(140080714005)
M.E-CONSTRUCTION
ENGINEERING & MANAGEMENT
B.V.M. ENGINEERING COLLEGE
VALLABH VIDHYANAGAR
UNDER GUIDANCE OF:
PROF. JAYESHKUMAR
R.PITRODA
ASSISTANT PROFESSOR &
RESEARCH SCHOLAR
CIVIL ENGINEERING DEPARTMENT
B.V.M. ENGINEERING COLLEGE
VALLABH VIDHYANAGAR
2. Frances Jørgensen, Karen Becker, Judy Matthews
“Human Resource Management and Innovation: What are
Knowledge- Intensive Firms Doing?”
ISBN 978-90-77360-12-5 , CINet 2009: 452-463
PAPER-2
2
3. KEYWORDS: HRM, innovation, knowledge intensive firms, case study
“ Human Resource Management and Innovation: What are
Knowledge-
Intensive Firms Doing? ”
Abstract:
An undeniable shift in focus from traditional production companies to
Knowledge-Intensive Firms (KIFs) poses challenges for academics . In
particular, effective management of an organization’s human resources has
become a critical issue for ensuring sustained innovation capacity. The
relationship between Human Resource Management (HRM) in KIFs is
however still a largely unexplored arena. The objective of this paper is to
explore this relationship in an effort to identify HRM practices that support
innovation. To this end, the paper includes reviews of the literature relevant to
HRM and innovation in KIFs and four case studies from companies in
Denmark and Australia that have been recognized for excellence in
innovation.
3
4. On the basis of content analyses conducted on the case data, some preliminary
conclusions are posited regarding the role of HRM in KIFs. More specifically, the
findings from this study suggest that while there are commonalities between
HRM practices in traditional manufacturing companies and KIFs, there are also
important differences, especially in terms of staffing practices. The paper
contributes by offering recommendations for management of HRM in innovative
KIFs and potential avenues for research to further develop our understanding of
how HRM can support innovation in KIFs.
4
5. INTRODUCTION
In an era when knowledge is rapidly changing, and innovating is critical to
business success and sustainability, the human capital of the organization is
an issue of increasing importance. Over two decades ago, Kozlowski (1987)
called for Human Resource Management (HRM) to be more distinctly
embedded in organizational strategy in order to facilitate innovation. Roberts
(1988) also argued that the four dimensions of staffing, structure, strategy
and system support were central to successful innovation, and that ensuring
the organization had the right kind of people who were effectively managed
were critical staffing issues. factor of KIFs (Lei et al., 1999). Swart and Kinnie
(2003) suggest that the concept of KIFs should be restricted to those
companies that create market value through exploitation of tacit knowledge in
novel circumstances via effective management of a highly qualified
workforce.
5
6. This focus on human and social capital inherent to KIFs creates unique
challenges to HRM professionals, especially in terms of acquiring and
sustaining qualified knowledge workers and supporting the exploitation of
knowledge (Boxall and Purcell, 2003). The research presented in this paper
aims to extend the knowledge of the relationship between HRM and
innovation in general, and beyond the context of large manufacturing firms in
particular, by focusing on knowledge-intensive firms (KIFs). Stated more
formally, the objective of this paper is to identify and explore HRM practices of
innovative, knowledge-intensive firms. The paper provides a brief summary of
the extant literature from the HRM and innovation domains, and specifically
HRM and innovation in KIF’s, before reporting on case study research
conducted in KIF’s that have been recognized for excellence in innovation.
6
7. THEORETICAL FOUNDATION
The following section reviews this literature before addressing the specific
challenges KIFs might face when managing their workforce for increased innovation
capacity.
HRM AND INNOVATION
Human Resource Management (HRM) may be defined broadly in terms of
all management activities impacting relationships between organization
and employee (Beer et al., 1984) or more specifically as a system of
operational functions such as staffing, selection, job design, training and
(career) development, performance appraisal and compensation (e.g.
Pfeffer, 1998). Further, there is an increasing tendency to also consider more
strategic level functions such as human resource planning and forecasting
(Koch and McGrath, 1996). Although there is considerable discussion
regarding the relative importance of specific HRM practices and how they
7
8. should be configured, there is general agreement concerning the
importance of alignment between HRM practices and organizational
strategy (e.g, Lengnick-Hall and Lengnick-Hall 1988). These findings
contribute substantially to our understanding of the relationship between HRM
and innovation, but they are also limited by having been conducted exclusively
in manufacturing firms. According to contingency theory models developed by
Miles and Snow (1984) and Schuler and Jackson (1987), characteristics of the
organization (e.g. size, external market, industry) are critical factors in
determining the appropriate HRM practices for an innovation strategy; thus,
research aimed at explaining and describing the relationship between HRM in
non-manufacturing environments is clearly warranted.
8
9. HRM AND INNOVATION IN KIFS
The relationship between innovation and HRM in KIFs has been largely
unexplored despite calls for research in this area (Jackson et al., 2006). The
studies that have been undertaken tend towards descriptive explanations of the
HRM practices in KIF’s, usually drawing on only one case (e.g. Swart and Kinnie,
2003; Verhaeghe and Kfir, 2002), or only address individual components of the
equation. In a very recent literature review of research on HRM in KIFs and Multi-
National Enterprises (MNEs), Majeed (2009) identified only 30 conceptual and
empirical contributions related to KIFs from 2000-2006, and not all of the
companies in the KIF sample could be objectively characterized as such.
9
10. RESEARCH DESIGN AND METHODS
Given the relative paucity of research on HRM, innovation, and KIFs, we contend
that a qualitative research design that allows a detailed exploration of the topic is
most appropriate (Eisenhardt, 1989) for this study. Case studies were thus
conducted in four firms in Denmark and Australia. To ensure an objective measure
of innovation, these cases were selected on the basis of having been recognized
nationally and/or internationally for their innovation performance. For simplicity’s
sake, data related to specific types of innovation and/or innovation activities were
not included and innovative capacity is thus assumed from the companies’
recognition for innovation excellence. Finally, to provide a basis for comparison,
two of the firms are from the manufacturing sector, while two fulfil the
characteristics of KIFs as described previously in this paper.
10
13. CONCLUSION
The objective of this paper was to identify and explore HRM practices in
innovative, knowledge-intensive firms. The findings from this research provide
some initial indications about HR practices in KIF’s, particularly in organisations
that are recognised as leaders in innovation. Although there were differences in
the national context, size and industry, there were also some similarities between
the companies, which may be attributed to the fact that all four of cases drew from
organisations that had excelled in the development of new products for an ever-
changing marketplace. It was clear that all four firms acknowledged the key
importance of knowledge, and its retention, for their organisations’ competitive
advantage, although there were differences in the way the firms managed
knowledge.
13
14. As previously mentioned, the companies included in this study were selected
due to their having been recognized for innovation excellence and no data
regarding the types of innovation (e.g. technological, process) or innovation
activities were included in this paper. Conceptual contributions by de Leede and
Looise (2005) and Jørgensen et al (2008), as well as empirical studies by
Shipton et al. (2005; 2006), suggest however that HRM functions may have a
differential (direct or indirect) impact on innovation related to specific phases of
the innovation cycle and/or operational versus strategic level of implementation.
Future research should thus attempt to identify specific innovation practices and
their relationship to HRM practices used in the firms. Due to the small sample
used in this study, it is not feasible to draw generalizable conclusions. Still, the
common features among the KIFs (as well as the more “modern” manufacturing
concern) may have implications for management in terms of the recognizing the
14
15. recognizing the importance of HRM, and more specifically, selection, training
and development, performance management, and performance based pay, to
facilitate innovation in non-manufacturing environments. The findings also
highlight future avenues for research, including how HRM systems should be
developed for companies focusing on both knowledge-intensive activities and
production. Further, given the inclusion of only two cases in each country, future
research with a much larger sample—perhaps from countries that differ
considerably in terms of labour force demographics—would provide insight as to
how characteristics of an organization’s external environment influence HRM
strategy and practice, as suggested by the contingency approach to HRM (Miles
and Snow, 1984; Schuler and Jackson, 1987).
15
16. REFERENCES
Alvesson, M. (2000) Social identity and the problem of loyalty in knowledge-intensive
companies, Journal of Management Studies, Vol.37 No. 8, pp 1101-1123.
Boland, R. J. and Tenkasi, R. V. (1995) Perspective making and perspective taking in
communities of knowing, Organization Science, Vol. 6, No. 4, pp. 350-372.
Bontis, N. (1998) Intellectual capital: An exploratory study that develops measures and
models, Management Decision, Vol.36 No. 2, pp 63-76.
Boxall, P. and Purcell, J. (2003) Strategy and Human Resource Management,
Basingstoke: Palgrave Macmillan.
Collins, C.J. and K.G. Smith. (2006) Knowledge exchange and combination: The role of
human resource practices in the performance of high technology firms, Academy of
Management Journal, Vol.49, pp 544-560.
de Leede, J. and Looise, J.K. (2005) Innovation and HRM: Towards an integrated
framework, Creativity and Innovation Management, Vol.14 No.2, pp 108-117.
Eisenhardt, K. M. (1989) Building theories from case study research, The Academy of
Management Review, Vol.14 No 4 pp 532-550.
16
17. Frenkel, S. J., Korczynski, M., Shire, K. A. and Tam, M. (1999) On the Front Line;
Organization of Work in the Information Economy, Ithaca, NY: Cornell UP.
contingency models‖, Management Science, Vol.42, No.5, pp. 693-716.
Starbuck, W. H. (1992) Learning by Knowledge-Intensive Firms, The Journal of
Management Studies, Vol.29 No. 6, pp 713-740.
Steinmueller, W. E. (2000) 'Will new information and communication technologies
improve the 'codification' of knowledge? Industrial and Corporate Change, Vol. 9,
pp 361-376.
Swart, J. and N. Kinnie (2003) Knowledge-intensive firms: The influence of the
client on HR systems, Human Resource Management Journal, Vol.13 No. 3, pp 37-
55.
Verhaeghe, A. and R. Kfir (2002) Managing innovation in a knowledge intensive
technology organization (KITO), R & D Management, Vol.32 No. 5, pp 409.
West, M.A. (2002) Sparkling fountains or stagnant ponds: An integrative model of
creativity andvinnovation implementation in work groups, Applied Psychology: An
International Review, Vol.51 No. 3, pp 355-387.
Wright, P., Dunford, B. and Snell, S. (2001) Human Resources and the Resource
Based View of the Firm, Journal of Management, Vol.27, pp 701-721.
17
18. Shipton, H., Fay, D., West, M.A., Patterson, M. and Birdi, K. (2005) Managing people to
promote innovation, Creativity and Innovation Management, Vol.14 No. 2, pp 118-128.
Shipton, H., West, M. A., Dawson, J., Birdi, K., and Malcolm, P. (2006) HRM as a
predictor of innovation, Human Resource Management Journal, Vol.16 No. 1, pp 3-27.
Snell, S.A. and Youndt, M.A. and Wright, P.M. (1996) Establishing a framework for
research in Strategic Human Resource Management: Merging Resource-Based Theory
and Organizational Learning, In G.R. Ferris and K.M. Rowland (Eds.), Research in
Personnel and Human Resource Management, Vol.14, pp 61-90. Greenwich, CT: JAI
Press.
18