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Hi! Here are some amazing phd research proposal examples. For more samples go to https://www.phdthesiswriting.biz/see-phd-research-proposal-examples-here/
Int. J. of Human Resource Management 112 April 2000 336-365.docxnormanibarber20063
Int. J. of Human Resource Management 11:2 April 2000 336-365
Managing human resource for competitive
advantage: a study of companies in
Singapore
Naresh Khatri
Abstract We sec two major streams of research in ihe strategic human resource
management literature; (I) the link between strategy and human n;source (HR) practices
and (2) the link between HR practices and fimi performance. There is a plethora of
theoretical perspectives on the first link. Unfortunately, there is not much empirical work.
The second link has seen a spate of empirical studies. However, mosi of them embrace
the universal perspective and the role of strategy as a contingency has not been
adequately addressed. This could potentially result in the underestimation of the impact
of HR practices on organizational performance. This study addressed the above two
weaknesses in previous research in the strategic HR management field, Using a sample of
about 200 of the largest companies representing all major industries in Singapore, we
found that organizational strategy affects HR practices. Moreover, findings suggest that
the strategy-HR interaction accounts for more variation in firm performance than the
main effect of HR. Implications of the findings are discussed.
Keywords Smitegic human resource management: HR planning; HR strategy; con-
tingency; configuration; Singapore.
A consensus has emerged among scholars and practitioners alike that the business
environment has become more competitive than in the past because of globalization
(Ansoff. 1991; Hamel and Prahalad, 1996). In order to survive in this new era,
businesses have to focus even harder on their competitive strengths so as to develop
appropriate long-term strategies. Old practices and systems that have evolved over time
in a relatively stable environmental context are inadequate to meet the challenges posed
by the complex and dynamic business environments; of today.
The issue of how to counter the dynamic environmental forces falls in the domain of
strategic management research. Broadly, strategic management attempts to match (or
fit) an organization with its environment. There is a plethora of approaches suggested in
strategic management literature to achieve this match or tit. The majority of them are
biased in favour of economics however and thus focus predominantly on the industry
determinants of organizational performance (emphasis on the external portion of the
SWOT framework) (Lado and Wilson. 1994; Pfeffer, !995; Wright et al., 1994).
Undoubtedly, an organization must remain relevant to its external stakeholders'
demands, yet there is a need to correct this bias by paying more attention to analysing
finns' internal strengths and weaknesses (Barney, 1995).
Naresh Khatri, Assistant Profes.sor, Nanyang Business School, Nanyang Technological
University. Mail Box: S3-B2-C-82. Singapore 639798. (tel: (65) 790-5679; fax: (65)
791-3697; e-mail: [email protected])
The International Journal of Human Resource Ma.
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.
Analysis of the Human Resources Efficiency by the Use of Data Envelopment Ana...inventionjournals
One of the important issues in Islamic management is attracting the employees' attention to their strengths and weaknesses.Strong employee recognition and rewarding them, and thereby creating an incentive to improve their efficiency are among the leading causes of efficiency evaluation. The main objective of the current study is to investigate the factors and characteristics affecting the effectiveness of employee efficiency evaluation system. For this purpose, firstly the factors and indices effective on leadership and management of the organization managers will be investigated and then, a desired pattern for efficiency determination will be provided. The statistical population of the study primarily included the senior managers of the public sector.the measurement instrument of the study was a 95-question questionnaire which was formed by the researcher by the use of management and administration theories based on the previous studies, analyzed by the confirmatory factor analysis. The questionnaire validity was measured by Cronbach's alpha and the total test validity was calculated as 0.823. The factor analysis results indicated that 7 factors affect the organization managers' leadership and administration.For this purpose, by the use of available information and questionnaires, the input data were collected for 8 selected units for Data Envelopment Analysis (DEA) that regarding the input nature of the CCR model vector, the model was solved with three different approaches (definitive approaches, the definitive approaches with the fuzzy combination of the homogenous parameters, and the fuzzy approach with limited weights). By comparing the efficiency of different units and comparing their rankings in these three approaches, the efficient unit 5 and 6did well in terms of efficiency
This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.
Int. J. of Human Resource Management 112 April 2000 336-365.docxnormanibarber20063
Int. J. of Human Resource Management 11:2 April 2000 336-365
Managing human resource for competitive
advantage: a study of companies in
Singapore
Naresh Khatri
Abstract We sec two major streams of research in ihe strategic human resource
management literature; (I) the link between strategy and human n;source (HR) practices
and (2) the link between HR practices and fimi performance. There is a plethora of
theoretical perspectives on the first link. Unfortunately, there is not much empirical work.
The second link has seen a spate of empirical studies. However, mosi of them embrace
the universal perspective and the role of strategy as a contingency has not been
adequately addressed. This could potentially result in the underestimation of the impact
of HR practices on organizational performance. This study addressed the above two
weaknesses in previous research in the strategic HR management field, Using a sample of
about 200 of the largest companies representing all major industries in Singapore, we
found that organizational strategy affects HR practices. Moreover, findings suggest that
the strategy-HR interaction accounts for more variation in firm performance than the
main effect of HR. Implications of the findings are discussed.
Keywords Smitegic human resource management: HR planning; HR strategy; con-
tingency; configuration; Singapore.
A consensus has emerged among scholars and practitioners alike that the business
environment has become more competitive than in the past because of globalization
(Ansoff. 1991; Hamel and Prahalad, 1996). In order to survive in this new era,
businesses have to focus even harder on their competitive strengths so as to develop
appropriate long-term strategies. Old practices and systems that have evolved over time
in a relatively stable environmental context are inadequate to meet the challenges posed
by the complex and dynamic business environments; of today.
The issue of how to counter the dynamic environmental forces falls in the domain of
strategic management research. Broadly, strategic management attempts to match (or
fit) an organization with its environment. There is a plethora of approaches suggested in
strategic management literature to achieve this match or tit. The majority of them are
biased in favour of economics however and thus focus predominantly on the industry
determinants of organizational performance (emphasis on the external portion of the
SWOT framework) (Lado and Wilson. 1994; Pfeffer, !995; Wright et al., 1994).
Undoubtedly, an organization must remain relevant to its external stakeholders'
demands, yet there is a need to correct this bias by paying more attention to analysing
finns' internal strengths and weaknesses (Barney, 1995).
Naresh Khatri, Assistant Profes.sor, Nanyang Business School, Nanyang Technological
University. Mail Box: S3-B2-C-82. Singapore 639798. (tel: (65) 790-5679; fax: (65)
791-3697; e-mail: [email protected])
The International Journal of Human Resource Ma.
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.
Analysis of the Human Resources Efficiency by the Use of Data Envelopment Ana...inventionjournals
One of the important issues in Islamic management is attracting the employees' attention to their strengths and weaknesses.Strong employee recognition and rewarding them, and thereby creating an incentive to improve their efficiency are among the leading causes of efficiency evaluation. The main objective of the current study is to investigate the factors and characteristics affecting the effectiveness of employee efficiency evaluation system. For this purpose, firstly the factors and indices effective on leadership and management of the organization managers will be investigated and then, a desired pattern for efficiency determination will be provided. The statistical population of the study primarily included the senior managers of the public sector.the measurement instrument of the study was a 95-question questionnaire which was formed by the researcher by the use of management and administration theories based on the previous studies, analyzed by the confirmatory factor analysis. The questionnaire validity was measured by Cronbach's alpha and the total test validity was calculated as 0.823. The factor analysis results indicated that 7 factors affect the organization managers' leadership and administration.For this purpose, by the use of available information and questionnaires, the input data were collected for 8 selected units for Data Envelopment Analysis (DEA) that regarding the input nature of the CCR model vector, the model was solved with three different approaches (definitive approaches, the definitive approaches with the fuzzy combination of the homogenous parameters, and the fuzzy approach with limited weights). By comparing the efficiency of different units and comparing their rankings in these three approaches, the efficient unit 5 and 6did well in terms of efficiency
This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.
1. BCU-Full Time MSc 2010
Week
Number Strategic Management & Organisational Dynamics Lecturer Week commencing
1 Strategic Management – Intro to theory & implications for practice in organisations (Ch.1&2): Definition,
Vocabulary & Elements of Strategic Management (Johnson & Scholes). Levels of Strategy, Distinguish between ‘Context’, ‘Content’
& ‘Process’, ‘Cultural Web’ (J&S), Prescriptive vs. Emergent Strategy, Change Dynamics (ZOCD vs. ZOUD – Bowman, Nadler &
Tushman, Hay Cultural Webs, Greiner’s 5-Phases), Control Issues (Cybernetic Model), Case Study: IBM
OP 11th January
2 Analysing the Strategic Environment (Ch.3): Effects of the Environment on the Organisation, Role of Analysis & The
9-Basic Tools (incl. PESTLE, PLC, KSF, 5-Forces, 4 Co-Operative Links, Competitors/Customers/Segmentation), ‘Sharpbender’
(McKiernan), Prescriptive, Emergent OR Realised - Porter,Mintzberg)? Scenario Planning (Shell). Case Study: Shaking Up Sony
OP 18th January
3 Strategic Evaluation & Development – using a ‘Prescriptive’ approach (Ch.10): Strategic Options – The
Choice, Key Factors & Principles of Evaluation (Rumelt), 6-Selection Criteria & ADL Matrix (Lynch), Corporate Planning in
Uncertain Future (Beck), Stakeholder Reaction, PIMS Database, McKinsey 7-S Model, Case Study: Nokia & Nestle Ice Cream
OP 25th January
4 Finding A Strategic Route Forward – using an ‘Emergent’ approach (Ch.11): Importance of Context in
Strategic Development (3-elements), Strategy Making: Routes: Survival-Uncertainty-Negotiation-Learning, Learning-Based
Research (Argyris, Garvin), (Senge), , International Strategy – MNC Expansion & Motivations (Servan-Schreiber), ‘RoI’, Modes-of-
Entry. Case Study: Expedia.co.uk & The Honda Effect (USA)
OP 1st February
5 Analysing Resources & Capabilities (Ch. 4): Positioning (outside-in) vs. Resource (inside-out)? Competing on
Capabilities (Stalk, Evans & Shulman), Value-Added vs. Competitive Advantage, Assets (Tangible & Intaglible) & Org. Capabilities,
Sustainable Competitive Advantage & Value-Chain (Porter), Core Competencies (Hamal & Prahalad), Knowledge (Tacit & Explicit),
Benchmarking-Leveraging-Upgrading Resources, Case Study: l’Oreal & Nintendo Innovative Resource.
OP 8th February
6 Organisation Structure, Style, Leadership & People Issues (Ch.12&16): Strategy before Structure (Chandler)?
Logical Incremental Process & Implications (Quinn), Environmental Characteristics (Mintzberg), Culture & Style, Types of
Organisation Structure, Motivation & Staffing, Leadership Styles (Bennis & Nanus) Case Study: Shell, Ford & Daimler
RF 15th February
7 Government, Public Sector & Not-for-Profit Strategies (Ch.18): The Public Interest & Sector Models (Dirigiste vs.
Laissez-Faire), Concept of Public Value, Administer or Facilitator? Equality or Inequality? PS Environment, Nation’s 3-Elements:
Politics-Public Admin & Law-Market Economy (Pollitt & Bouckaert), Free Market-State Control-Mixed Economies (Marx’ critique), 9-
Stage Environmental Analysis, New Public Management, PS Resources, Case Study: Olympic Games 2012
RK 22nd February
8 Managing Organisational Strategic Change (Ch.15): Nature, Implications & Causes of Change (Tichy), Managing
Strategic Change (Schein) & the ‘Old Guard’. Evolution/Revolution (Larry Greiner), Prescriptive (Sudden Shock) vs. Emergent
(Evolutionary), Culture & Leadership (Bennis & Nanus); Kanter, Lewin (Unfreeze-Move-Refreeze), Pettigrew & Whipp (Continuous
Learning), Janssen (Four-Room Apartment). Case Study: Carly Fiorina & Hewlett-Packard, Anne Mulcahy & Xerox.
OP 1st March
9 Strategic & Organisational Dynamics (Ch.5): Internal vs. External Change, Predictability of Environment (Porter vs.
Hamal & Prahalad), Interpretative & Pro-Active Dynamics, Resource Inertia and Fast-Moving Dynamics, Dynamic Resource
Management (Sirmon, Hitt & Ireland), ‘3S’ Framework (Survey-Sense-Seize), Aggressive Competitive Strategy, Game Theory;
Attack or Co-Operate? (Nalebuff & Brandenburger), Case Study: Global Recorded Music & Napster & GEC Marconi
OP 8th March
10 Assignment Evaluation Workshop: 3000 words for 12.04.10 (Analysis & Evaluation NOT Description!). Prescriptive vs.
Emergent: ‘benefits’ & ‘weaknesses’ (Compare & Contrast). Criteria: 1. understand major theories, 2. Critical Analysis of the Two
‘Schools’, 3. Logical Argument: Layout & Structure, 4. Harvard referencing to wider reading & research(bibliography). Strategic
Management Approaches & Analytical Tools to assess impact & Dynamic Factors on the Org. Producing Chaos, Uncertainty &
Misinformation. Advice: use no more than two examples (case studies) for in-depth critical analysis & evaluation. ‘Marks will be
allocated for evidence of breadth of reading, critical insights and originality of thought. I WANT YOUR IDEAS & THOUGHTS!
OP 15th March
2. Strategy
Before
Structure?
ENVIRONMENTAL ‘TURBULENCE’
BCU Plc
Political Economic Social Technological Environmental Legal
PRESCRIPTIVE STRATEGY EMERGENT STRATEGYAnd / Or ?
Analysis ‘Toolbox’
PESTLE
SWOT
PLC
KSF
5-Forces
Scenario Planning
PIMS Database
Co-Operative Links
Competitors
Customers
Segmentation
McKinsey ‘7S’
Value-Chain
Core-Competencies
Positionin
g
(outside-
in)
Resources
(inside-
out)
Strategy...
Context-Content-Process
Culture,Style
& Leadership
DesignorProcess?
Heuristics
Single &
Double-Loop
Learning
Strategic Options
– The Choice
Corporate Planning
in Uncertain Future (Beck)
Competing
on Capabilities
Assets
Core
Competencies
Value-Added
vs.CompetitiveAdvantage?
The‘OldGuard’‘Unfreeze-Move-Refreeze’
Greiner’sEvolution
& Revolution
Interpretative&
Pro-ActiveDynamics
GameTheory
Learning